Sometimes it hits us: We are pretty tired of managing our team. They each have needs, career aspirations, and opinions (strong or not), make mistakes, and need feedback. This, in part, defines the aspects that a manager can expect. We often focus on how to be grounded, to help you provide the necessary assistance your team needs and wants. But, sometimes, focusing on everyone but yourself leads to burnout. Especially when you are still responsible for your own deliverables and work streams.

What’s more, blurred boundaries and increased workloads cause stress. Additional stress seldom causes us to be the best versions of ourselves, as described in my last post. So what gives? How can you re-energize yourself to feel less fatigued and show up for your team?

First, you need to understand burnout. Burnout is a sure way to feel not only out of juice but will contribute to sparking additional conflict on your team. Next, you need to employ tactics to defuse burnout.

Overcome your need (or desire) to micromanage.
Surely you must set expectations and follow through on accountability. But you must also remember that if you are seeking perfection, micromanagement is its close friend. To counter micromanagement, one study suggests a decrease in meeting time. A weekly check-in is more than reasonable, but a daily run down to look at your team’s work through a microscope will only fuel the micromanagement bug.
Make time for yourself.
What does rest look like for you? You must make the time to rejuvenate in order to put your best foot forth for your team. Take a walk, go to the gym, spend time with friends, etc. Keep these plans in the diary each week.