Working in middle management — whether as a practice manager, office administrator, lead technician or client service supervisor — comes with plenty of challenges. These professionals oversee one or more employees and are tasked with communicating directives that might not be popular. Sometimes stereotyped as part of an unnecessary workforce layer, middle managers shoulder significant responsibilities but often lack the resources and authority to carry them out.
And as if all that isn’t difficult enough, a 2023 McKinsey study showed that middle managers spent nearly half their time on nonmanagerial work, such as administrative duties, instead of supervising and supporting subordinates.
Looking specifically at the veterinary industry, a Flourish Veterinary Consulting study conducted before the pandemic found that about 1 in 3 managers felt moderately to wholly unequipped to deal with workplace stresses. How much higher is that number since COVID?
In short, the burnout problem is real. So, what’s causing the phenomenon? And what are the solutions?
Defining Burnout
Feeling tired and stressed is a classic hallmark of burnout. A few nights of good rest or a motivational talk or two aren’t enough to address the situation. Instead, time and intention are required before someone feels engaged and motivated again. In the workplace, burnout typically arises from ongoing stress that isn’t effectively addressed. People in caregiving professions, such as veterinary practices, are especially prone to burnout.
Burnout doesn’t just affect the sufferers, either. People feeling burned out often become increasingly distant from their job, and their efficiency and effectiveness can decrease. Burnout can spread throughout the entire practice when you consider the connective role that middle managers play between top management and subordinates.
Causes of Burnout
According to Harvard Business Review, burnout can arise from:
- An unsustainable workload or a chronic pace and intensity.
- A perceived lack of control over how someone works, when and with whom.
- Insufficient rewards, including, but not limited to, pay.
- A lack of a supportive community.
- A lack of fairness, especially when policies are applied unevenly.
- Mismatched values and skills (personally and organizationally).
Here’s something else to consider about middle management professionals: Many times, they were promoted because of the quality of their work in a previous position — one that didn’t require management skills — but no one trained them to manage well.
Fighting Burnout
Superiors and human resource professionals can assist middle managers by checking in regularly to assess their needs and openly discussing any challenges. Middle managers might be reluctant to discuss personal problems, thinking they can handle the issues on their own. In other cases, plenty of venting might occur.
I suggest addressing the root causes of burnout in middle managers through targeted solutions. Whenever possible, draw upon what worked for other professionals in the workplace and pair middle managers with mentors. Then, continue to monitor the situation.
Other solutions might involve helping middle managers streamline their duties and work more efficiently. This tactic can help reduce burnout triggered by unsustainable workloads. During this process, practice leaders might find it helpful to look at the clinic’s overall structure, including the org chart and how team members communicate information to one another. It’s easy to become comfortable with structures that, over time, are ineffective and less than fully functional.
Help your middle managers find meaning in their work and guide them toward embracing the idea that what they do is meaningful. Also, help them set boundaries that protect their work-life balance and provide them with the training to succeed in their jobs, including how to manage people effectively.
Rewarding middle managers for their hard work can help lift the burnout. When doing so, find out what specific rewards appeal to them. The McKinsey study identified the following popular rewards, in order of preference:
- Increased autonomy, including decision-making authority.
- More responsibility, such as a wider role in the practice.
- Bonuses and raises.
- Promotions.
- Learning opportunities.
- Recognition for accomplishments, including public praise.
- Rewarding experiences, such as event tickets.
Note that the top two selections don’t involve monetary compensation. Instead, they give middle managers more freedom to do their work and expand their influence.
Addressing burnout in middle management can double the returns. Besides becoming more productive and fulfilled in their jobs, these key employees, in turn, can coach subordinates to do the same.
PREVENTING A RECURRENCE OF BURNOUT
Burnout can return if a veterinary practice neglects to restrict a middle manager’s job duties or help find meaning in the person’s work.
If, for example, meditation was helpful, upper management and human resources professionals should focus on continuing it and then monitor the situation. If having a mentor as a sounding board is useful, keep providing one, even if various mentors are necessary for different purposes or during separate stages of a middle manager’s career.
Regardless of how you address burnout in middle managers, remember that investing in them is as important as what you devote to your overall practice.