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EMPLOYEE EXPERIENCE
Two Risks in Teamwork: Loneliness & Burnout
March 31st, 2022 | Employee Experience
This is a story of a pharmaceutical company with high customer satisfaction rate. Partly, because the have had a fantastic track-record of employee satisfaction. Some teams, however, have been hit hard by the COVID-19 pandemic. Take for example this sales team: the exit of one well-liked team manager led to resignations, burnout and loneliness in less than 12 months.
And we know that the key to happy clients is happy employees. A happier workforce is strongly linked to a company’s ability to deliver better customer satisfaction!
Team Connectivity Was Excellent in 2021
In the first year we visualized and analyzed the collaborative relationships, it showed that the team members worked well with one another. There was a strong team cohesion.
But Then a Very Well-Liked Team Manager Left
This team manager was in the center of this team. Not acting as a bottleneck, but being a facilitator of connectivity. A true energizing and likeable team manager.
And With The Team Manager Many More Left
The quitting of the team manager was contagious. In only 12 months, 42% of the original team left. Mainly those who were closely connected to the very well-liked team manager.
12 Months Later Team Connectivity Was Seriously Hurt
It was too hard of a hit to take – having so many people leaving this sales team. The agile structure of the sales team turned into fragile structure.
With The New Team Manager Disconnected From The Rest
It was not only difficult for the remaining team members to stay connected and work together. It was also difficult for those who joined the sales team – in particular the new team manager.
Increased Risk Of Loneliness in The Team
The first risk was there was increased level of loneliness in the team. And being disconnected from the rest effects the employee experience in a negative way with a higher of employee flight risk.
Increased Risk Of Burnout In The Team
The second risk was that only a couple of people were still trying to keep things together. If this risk is not mitigated soon, it leads to burnout and with a high chance of employee flight risk.
This story shows the importance of bringing insights of collaborative relationships and informal networks into hands of teams. It is not only an organizational exercises.
Teams must also have the insight to build inclusive (not exclusive) and unburden (not burnout) teams, because happy employees is the key to happy clients!
For more information about our team solutions, check out the Ready-to-Go Solutions.
EMPLOYEE EXPERIENCE
Two Risks in Teamwork: Loneliness & Burnout
March 31st, 2022 | Employee Experience
This is a story of a pharmaceutical company with high customer satisfaction rate. Partly, because the have had a fantastic track-record of employee satisfaction. Some teams, however, have been hit hard by the COVID-19 pandemic. Take for example this sales team: the exit of one well-liked team manager led to resignations, burnout and loneliness in less than 12 months.
And we know that the key to happy clients is happy employees. A happier workforce is strongly linked to a company’s ability to deliver better customer satisfaction!
Team Connectivity Was Excellent in 2021
In the first year we visualized and analyzed the collaborative relationships, it showed that the team members worked well with one another. There was a strong team cohesion.
But Then a Very Well-Liked Team Manager Left
This team manager was in the center of this team. Not acting as a bottleneck, but being a facilitator of connectivity. A true energizing and likeable team manager.
And With The Team Manager Many More Left
The quitting of the team manager was contagious. In only 12 months, 42% of the original team left. Mainly those who were closely connected to the very well-liked team manager.
12 Months Later Team Connectivity Was Seriously Hurt
It was too hard of a hit to take – having so many people leaving this sales team. The agile structure of the sales team turned into fragile structure.
With The New Team Manager Disconnected From The Rest
It was not only difficult for the remaining team members to stay connected and work together. It was also difficult for those who joined the sales team – in particular the new team manager.
Increased Risk Of Loneliness in The Team
The first risk was there was increased level of loneliness in the team. And being disconnected from the rest effects the employee experience in a negative way with a higher of employee flight risk.
Increased Risk Of Burnout In The Team
The second risk was that only a couple of people were still trying to keep things together. If this risk is not mitigated soon, it leads to burnout and with a high chance of employee flight risk.
This story shows the importance of bringing insights of collaborative relationships and informal networks into hands of teams. It is not only an organizational exercises.
Teams must also have the insight to build inclusive (not exclusive) and unburden (not burnout) teams, because happy employees is the key to happy clients!
For more information about our team solutions, check out the Ready-to-Go Solutions.
Article by:
Richard Santos Lalleman
Connect directly with Richard via one of his social platforms.
Article by:
Richard Santos Lalleman
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