The emotional toll of burnout in MSPs

Burnout can often manifest in subtle ways, such as declining productivity or resistance to change. This is true in medical staff services too. 

Dawn Anderson, CPCS, CPMSM, director of credentialing, privileging, and licensing at Ob Hospitalist Group, witnessed this with her credentialing team. 

"We noticed someone’s file output wasn’t where it used to be,” says Anderson. “During their one-on-one, they admitted they were feeling burned out and needed a break. Encouraging them to take a mental health day helped them reset."

Anderson also recalls instances where employees showed signs of stress but were hesitant to speak up.

“Not everyone will openly admit they’re burned out,” she says. “It’s up to managers to recognize the signs and create a safe space for open dialogue.”

In Anderson’s annual surveys, if someone answers that they feel burned out or don’t know about resources available to them, managers lean in during their one-on-ones to address those issues.

“It’s anonymous, but we make sure everyone knows what resources exist,” she says.

"One team member told us, ‘I’m a little stressed out. I’m new to the job. It’s more work than I had at my last job, and I haven’t quite figured out how to balance it.’ We pulled back their workload and put a dedicated trainer with them to provide more one-on-one support."

Another strategy involves leveraging one-on-one meetings to discuss workload and mental health. For example, when an employee expresses feeling overwhelmed, Anderson’s team encourages them to take a mental health day. Colleagues pitch in to cover their workload, allowing the employee to return refreshed and more productive.

This human-centric approach aligns with survey findings highlighting the importance of supportive leadership. Transparent communication and a willingness to adjust workloads can significantly reduce stress and foster loyalty among team members.