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Are our leaders suffering burnout?
20th of August 2024 Article by Lynn Webster
From the UK, Lynn Webster urges the sector not to lose sight of the value of its leadership teams.
The UK is embarking on a major charge in its leadership. As this edition is published, we will likely know the resulting outcome of the forthcoming General Election and whilst remaining apolitical here it is apparent that we will be facing major change with the first actually elected prime minister in a number of years. This election will field many new candidates as in excess of 100 current MPs will not be standing for re-election. Some cite the advantage of gaining ‘fresh blood’ and ‘opportunity for change’ but at the same time reflect on the loss of a number of years of strong leadership.
There is perhaps a greater concern that our leaders are burning out at an alarming rate - not only are they retiring but this is highlighted by the comparatively young age of those departing. Not to say they are ‘quitting’ which implies failure to achieve, but making life choices that identify those seriously considering their work life balance and leaving for ‘better things’. Refocusing on their ambitions where seniority is no longer their main desire or measure of success. Examples on a wider scale include the recent departure of Leo Varadkar as Irish PM at age 45; Jacinda Ardern as New Zealand’s PM at 43 years old and maybe Nicola Sturgeon, first minister of Scotland at 53 years of age.
This then allows a similar reflection on our own industry. Is this being replicated in the FM and cleaning world? Over the last few decades, we have built sound leadership and organisational resilience (illustrated by the nominees for Leader of the Year in the forthcoming European Cleaning & Hygiene Awards) but with many colleagues reviewing their roles and departing from key industry positions, are we heading for our own version of the brain drain?
It is wonderful to see some of the rising stars becoming our leaders of tomorrow but is this at the expense of strategic experience, skills and knowledge with so many elements of good leadership requiring enormous amount of energy too.
Much of the cleaning industry focus has recently been about attracting the next generation of talent to our industry - to gain greater interest and engagement from the Gen Z and even Generation Alpha - but let’s not lose sight of the value of our leadership teams as well.
The more senior a person becomes the less everything becomes about them - the focus is then the concerns and needs of other people. More energy, both physically and most importantly mentally, is demanded which means their energy is about those around them. And the less energy they have available for themselves.
So many elements of good leadership require enormous expenditure of effort and energy. There is significant importance therefore for leaders to manage their own energy with self-care and wellbeing whether that be a greater awareness of sleep, exercise and mindfulness or focus on the wider concepts of ‘what really matters’, setting clearly defined work life boundaries and not playing the martyr with self-sacrifice.
We need our leaders to be energised; keeping their flame burning and not burning out. Look after yourselves!
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