Like many podiatrists, Blake Withers works to mitigate the risk of burnout, both in himself and in his colleagues. Motivated by recent research – which was covered in more detail in last month’s Part One of this series – Blake reflects on what burnout means to him personally and how he has navigated its challenges
As podiatrists, we know that burnout is a complex and nuanced issue in healthcare that affects our profession in various ways; particularly in light of this fascinating study. Often, the solutions I have been exposed to are presented as simple when they aren’t.
While I can only speak for myself and my own experiences, I want to share some of my own insights into burnout: why it’s not a straightforward issue, and how I try to manage it. This is not advice but rather a personal reflection aimed to foster a broader conversation about this important topic.
I like to view burnout in a similar lens to what I am familiar with. That is managing painful pathology. Like pain, burnout is influenced by a range of biological, social, and psychological factors. Referring to burnout as being like pain might seem like an odd comparison, but let me explain why:
Both are multifaceted and shaped by more than just physical or external factors; they also involve personal, social, and emotional dimensions that interact in complex ways. This idea is a phenomenon as old as time.
Although explaining this is beyond the scope of this article, I will say this: at the population level, it’s very difficult to offer a simple, universal solution. No single study will provide the answer to burnout for everyone. However, research takes us a long way toward being able to individualise our advice. For instance, one factor identified in the review was shorter consultation times. While we can’t say that longer consultations will benefit everyone at the population level, being aware of this factor can help us address it on an individual level. One of the first steps in addressing burnout is becoming aware of these nuances.
Before I read this research on burnout, I thought I had a solid grasp of its contributing factors. I had the sense that it was linked to workload, stress, and poor work-life balance, but I didn’t have the concrete data to back that up. This is why research like this is crucial—it helps answer the questions I think I know, but don’t have definitive data on.
For a long time, burnout has been viewed as a continuum as sorts; you’re either burnt out or you’re not. Burnout is much more dynamic, complex, and multifactorial. Burnout is more likely non-linear in nature, meaning it is complex and dynamic, with multiple factors at play, varying in influence at different times with differing contributing amounts, depending on the situation and context. What a mouthful hey?
When I first entered the podiatry profession, burnout wasn’t something we discussed openly. The idea of ‘job satisfaction’ was mentioned occasionally, but it was usually secondary to more pressing matters like workload or client outcomes. This isn’t the case for everyone. As a new graduate, my main concern was securing a stable job. Finding a healthy work environment that recognised the importance of well-being wasn’t prioritised.
Identifying the right work environment is difficult and not a natural skill. Some factors, like work hours, are negotiable, while others, like the nature of the work may not be foreseen. Work variety, direct patient hours, consultation times, and access to professional development all play a role in job satisfaction and burnout. I believe they should be considered when assessing a job prospect.
How I have come to conceptualise it currently is by thinking about similar phenomenon such as stress. Burnout and stress share similarities in principle. You might have heard the saying, ‘We want a pain-free life, stress-free from all problems.’ We all know this isn’t possible. To experience pain or stress is to be human. I believe the same is true for burnout and at times the words can be interchangeable.
How often can we clearly define the factors contributing to stress or burnout? Sometimes there are obvious causes, but often, there are not.
Is it an achievable goal to aim to never feel burnout? There are inevitable aspects of burnout that, at times, can have a positive side—a natural part of the human condition. We can’t prevent burnout, just like we can’t prevent pain or stress. It shouldn’t be the goal. Acknowledging this means I can think about it more clearly, refine my thoughts, and work towards a future of satisfaction in healthcare.
Owning a business has its own set of challenges. Adding ‘understanding burnout management strategies’ to the list of what already needs to be done sounds exhausting. However, the benefits should not be underestimated. We can all benefit from the reminder that when employees feel valued, recognised, and supported, the positive impact ripples out; leading to increased engagement, motivation, and communication. This isn’t just about reducing burnout for individuals; it contributes to the overall health of the business – everyone benefits.
Employers must also take initiative. This is more complex and heavily relies on creating a safe space, but I’m sure mentors and bosses would want employees to discuss how they’re feeling to help implement strategies. It’s obvious this is a two-way street. Dedicated mentoring time should not only involve clinical discussions or the typical ‘how are you doing?’, but a structured, safe and agreed-upon framework.
As podiatrists, we often work in varied settings, and burnout can affect us differently depending on our circumstances. Speaking for myself, I find it helps to address burnout through the support of community engagement. Whether it’s through online discussions, attending webinars, or face-to-face learning events; connecting with others in similar situations can be incredibly valuable.
The Australian Podiatry Association offers several webinars and events that allow us to engage and share experiences. Although attending in person might not always be feasible, many of these opportunities are now accessible online, which makes it easier for more people to participate.
Don’t also forget to make full use of Converge’s confidential 24/7 counselling services, available to APodA members. You can read more about this in last month’s STRIDE article.
Some findings from this research, which really stood out to me include:
It would be interesting to explore how these factors have evolved post-COVID, given the pandemic has shifted the way many of us work and interact.
After reflecting on the research and my own experiences, here are a few things I am doing to help mitigate burnout – in myself and those I work with.
Communication is key: Scheduling regular check-ins that go beyond superficial questions with employees or employers is a good first step. These conversations might feel awkward, but they’re essential for creating an open and supportive work environment.
Be mindful of workload: I try to take a step back and assess my workload regularly. I reflect on how I can adjust my day-to-day tasks to reduce stress and better manage my time. A saying I like to use is, ‘You can get done well only with the time you have’. There will always be another ‘task’ to do. I am trying to learn to acknowledge that.
Seek support when needed: Don’t be afraid to ask for help; something I try to do whether it’s through online resources, peer support, or professional services. I find that accessing help can make a huge difference in managing burnout.
Acknowledge the dynamic nature of life: Various aspects of life may gradually influence work. Financial, social, relationship, and physical stresses are often intertwined. Refer to previous resources as needed.
I want to finish with an example. I can imagine a potential scenario: an employer implements a strategy to create a better environment to address burnout, such as opening another clinic to make the work more varied. In theory, that sounds like an exciting opportunity.
However, the employee finds it creates more stress due to the extra driving and managing a different caseload. Both parties aren’t wrong, but they fail to communicate their current feelings, leading to frustration and increased burnout. This isn’t to say that communication solves everything, but it must be part of the solution.
Burnout is not something that can be easily solved, but with the right mindset and strategies, we can better manage its impact on our lives and our work. Ultimately, burnout prevention is about building a healthy, communicative, and supportive environment—both for ourselves and our colleagues.
Contact Blake Withers
Instagram: @Blake.Sportspodiatrist
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