Can We Avoid Burnout?
March 4, 2024
We often use the term “burnout” as a vague label for an exhausting day or week of hard work, but actual burnout is more than
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When we first connect with a new client, we’re most often dealing with “the champion” – the HR or L&D leader who has identified a significant gap in their organization’s culture or in the relational skills of leaders or employees.
If you’ve ever been this person, you probably know how nerve wracking it can be! While you want to commit your team to more transformational or impactful training, you may also be thinking:
We hear this a lot! And we’re glad when we do, because it means we have an opportunity to help you prepare your team for open conversations about belonging, values, and expectations. Here’s our best advice:
The most important takeaway is that conversations that ‘stir the pot’ don’t create issues — they surface them! As people leaders, we need to be brave enough to let things rise to the surface so we can learn together.
Check out these resources about learning, discomfort, and how to build brave spaces.
Learning new things often requires some amount of discomfort. It can be frustrating to be really bad at something when you are first acquiring a skill. You may feel lost when encountering topics you know nothing about. On top of that, confronting information that contradicts deeply-held beliefs can also make you feel bad. But research suggests that when discomfort is framed as a signal that valuable learning is taking place, then people are less likely to avoid it.
In this episode of the Dare to Lead podcast, Brené Brown explores some research data on how to build brave spaces with our teams, what gets in the way of people showing up, what gets in the way of doing the work, and how judgment is the primary killer of these spaces.
Creating a psychologically safe workplace is essential for fostering trust, innovation, and collaboration among team members. This intermediate-level program based on the work of Dr. David Rock of the NeuroLeadership Institute explores how leaders can promote psychological safety and belonging on their teams by mitigating threats to status, certainty, autonomy, relatedness, and fairness.
We often use the term “burnout” as a vague label for an exhausting day or week of hard work, but actual burnout is more than
At Dialectic, we think a lot about DEI, soft skills, and leadership training that makes organizations more inclusive and human-friendly. When we team up with
Ageism commonly affects women over 40 in the workplace. In spite of their tremendous wisdom and experience, women over 40 may be passed over for
Dialectic helps organizations improve the way people work, learn, and collaborate through person-centred design and the latest in social science.
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