Career & Office

Are You Taking Effective Breaks from Work?

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Taking breaks throughout the workday can boost both your well-being and performance, but far too few of us take them regularly—or use them effectively. Research suggests you consider the following factors to get the most out of your pause from work.

Length. A longer break isn’t always better. Disengaging from work for a few minutes but on a regular basis (micro-breaks) can be sufficient for preventing exhaustion and boosting performance.

Location. Changing locations will help you recharge. If you can get outside, even for a short walk, all the better.

Activity. Browsing social media is a popular, but not necessarily effective way to take a short break. Instead, choose to do something that enriches you, brings you joy, and gives you energy.

Pets! Research shows that interacting with a dog can lower levels of cortisol hormone, an objective indicator of stress. So if it’s possible to spend some time with a furry companion during the workday, give it a try.

Music. Music can be a really good breaker from work. It nourishes you and you feel really good after a good music break.

Movie or TV. Movie or TV watching can also be a good break, provided you use it effectively and within the time limit.

Made a Big Mistake at Work? Own Up and Move On.

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Here’s the thing about mistakes: Everyone makes them. But making a big mistake at work doesn’t have to be a career killer. As awful as it might feel in the moment, you can take steps to regain trust, minimize damage, and mend the situation. It’s important to be proactive. As soon as you become aware of the gaffe, try to get in front of the situation before it spirals. Address whatever took place so people know you’re aware of the problem, and they don’t feel the pressure to bring it to your attention.

Reach out to anyone impacted by your actions, hear them out (or ask for their feedback), and share a plan for improvement moving forward. Offer an apology, if warranted. Make it genuine. Don’t be defensive or make it about you. Instead, acknowledge your error and the harm you caused to the other person, team, or business. And don’t forget to show yourself compassion. Setbacks at work can be embarrassing, but being excessively self-critical isn’t helpful.

Berating yourself for something in the past won’t make the mistake go away. So own up, and move on.

Introducing AI into Your Organization

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Given the rapid emergence of generative AI, you may be wondering how you should prepare to introduce it at your organization. Start by framing the technology as a set of systems your team can use for collaboration. You can do this by focusing on three things:

  • Ensure everyone has a basic understanding of how digital systems work. Emphasize to your team that they don’t have to become programmers or data scientists. You simply need them to take a new and proactive approach to collaboration (learning to work across platforms), computation (asking and answering the right questions), and change (accepting that it’s the only constant).
  • Make sure your organization is prepared for continuous adaptation and change. Communicate with other leaders to break down silos and build a centralized repository of knowledge and data. Integrating AI not only means familiarizing yourself and your employees with today’s technologies, but also being structurally prepared to adapt to future advancements.
  • Build AI into your operating model. If your organization’s tech systems are static, your organization will be static. But if they’re flexible, your organization will be, too. Dismantle data silos, increase cross-functional collaboration, and help to build a software- and data-driven operating model that can harness AI’s potential.

Managing a Burned-Out Front-Line Manager

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More than 50% of managers report feeling burned out. Guiding their employees through the pandemic and its aftermath has exacerbated three hallmarks of burnout: exhaustion, cynicism, and a perceived lack of professional accomplishment. If you’re managing a front-line manager, how can you address this?

First, proactively tie their work to a greater meaning. Discuss what matters most to them and connect their work to those motivators. Next, focus on learning and development. Assign them new, exciting projects, have open conversations about what’s needed to accomplish their goals, and be transparent about potential career paths at the company. Continue to support flexible work to give managers a sense of empowerment over their schedules and help reduce feelings of exhaustion or lack of autonomy.

Finally, create a psychologically safe environment where these employees feel comfortable speaking up about their burnout in the first place—and encourage them to take any self-care measures that might help them recover.

Are You a Chronic Overachiever?

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It’s good to be ambitious in your career. But a relentless drive to achieve can lead to burnout, hurt your relationships, and create an unhealthy work-life imbalance. How can you dial back your overachieving instincts? Start with these steps:

  • Do some self-reflection. When did your pattern of overachievement begin? Was it through high performance in school or sports? Be honest with yourself about how your identity and self-worth got hooked on achieving. Those insights will help you begin the process of undoing what is likely decades of programming.
  • Challenge your assumptions. Ask yourself: What might happen if I were to take my foot off the gas? Am I afraid of failing? Looking incompetent? Letting people down? Our fears are typically based on faulty assumptions and, left unexamined, these assumptions keep us stuck in old patterns.
  • Redefine success. Take a holistic view. Life isn’t just about professional accomplishments. What else do you want in terms of your health and well-being, family, social life, and community? Then choose one small and simple action that will move you toward this broader definition of success.

Is Mentoring Burning You Out?

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As a mentor, you’re giving your time, attention, and resources to develop someone else — and it can be exhausting. While you may have the best intentions, when you’re too depleted to deliver, the result is a disengaged relationship that’s no longer valuable to anyone. Here are some ways to identify and overcome mentor burnout. First, take time to reflect and identify when you’re reaching capacity. Pay attention to signals such as feeling chronically exhausted, being more cynical than usual, or showing signs of apathy. Ask trusted colleagues to speak up if they see a significant change in your behavior or emotional tone.

Next, look for ways to be more efficient with your mentorship. Don’t assume that high-quality mentoring relationships can only occur in the traditional one-on-one format. For example, consider creating cohorts of mentees who might meet with you monthly for informal conversations.

Finally, to rediscover joy, remind yourself why you wanted to be a mentor in the first place. Remember: This work should generate energy, not drain it.

How to Work After a Bad Night’s Sleep

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We all know we need a good night’s sleep for the sake of our health — and our effectiveness at work. But what about when that’s just not possible? Here’s the bad news: Coffee is only a temporary fix. But there are a few ways to mitigate the risks of working while sleepy. For example, try to focus on routine tasks that don’t require a lot of creativity (which is hard to muster when you’re depleted), and avoid taking on any high-stakes projects (because sleep deprivation makes you more prone to mistakes).

Also, look for ways you can rely on other people. Is there anything you can delegate? Or can you ask colleagues to look over your work to catch any mistakes? If not, set aside some time to review it yourself when you’re feeling more rested. Finally, if you can, consider a nap. Even a short 20-minute rest can make a meaningful difference in your effectiveness for the rest of the day.

Yet Another Change? Support Your Team Through It

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Re-orgs, leadership transitions, new technologies. Change is anxiety-inducing, and you can’t rely on your team members’ individual resilience to get through. As a manager, it’s important that you address change exhaustion at the collective level. Here are four practices that can help. 

First, pause to acknowledge when a significant change is happening, and the discomfort that comes with it. For example, if your organization is altering its return-to-office plan, don’t jump right into logistics. Instead, stop to recognize the emotional toll the shift might be taking on your people. Make it a priority to set aside time in an upcoming meeting for people to share their feelings, voice concerns, and ask questions. 

Second, help your team adopt a growth mindset. Model for your team that it’s normal to be continuously evolving by using phrases like, “I am a person who is learning how to ______.” Third, make a plan — but be ready to deviate from it. By adopting a more flexible mindset, you can help your people get less frustrated when things inevitably shift. 

Lastly, invest in simple rituals that the team can do together to reduce stress. Something as simple as adding a routine meditation or lunch break to your team’s calendar can make a big difference, especially when it feels like the ground keeps moving under their feet.

No One Wants to Work for a Passive-Aggressive Manager

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Working for a passive-aggressive manager can be extremely frustrating and demoralizing. Maybe your boss passes you off to someone else when you approach them with a problem, continuously finds gentle ways to shut down your ideas without a thoughtful explanation, or even ignores you when you speak. How can you navigate this kind of tricky relationship?

  • Build a supportive network. Because a passive-aggressive manager doesn’t confront you directly, it’s easy to second-guess yourself and believe you’re inventing slights. People outside of your organization will be able to offer you a fresh, unbiased perspective, emotional support, and sage advice on how to deal with your boss.
  • Don’t stoop to their level. You don’t want to earn a negative reputation with your other colleagues so avoid gossiping. But it’s ok to reach out to others if you’re actively and constructively looking for solutions.
  • Network internally. Should you want to switch teams or departments at some point, it’s a good idea to make connections in other parts of the company.
  • Know when it’s time to leave. Once you’ve exhausted all of your options, it might be time to look for greener pastures. Prioritize your well-being and career above all else.

Combat Information Overload When You Start a New Job

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Starting a new job is exciting. But with it comes the often overwhelming task of digesting tons of new information. It can overload your brain and if not managed, make your shiny new role much less enjoyable. Pay attention to signs that you’re overwhelmed. This might be a headache, fatigue, frustration, or even mood swings. Don’t try to ignore these effects. Say to yourself, “I’m in a new job and there is plenty to learn here. It’s normal to feel this way.” This positive self-talk will help neutralize the situation and make your emotions easier to manage. 

Consider taking a short break, going for a walk, and resetting your attention and focus when you return. Remind yourself that all systems take time to learn and you’re doing just that — learning. 

Next, be strategic about how you spend your energy. You don’t need to process everything at once. Take in anything that you might need immediately and make note of where to find the information you won’t need until later.