From Burnout
to Breakthrough

"Leadership is not about being in charge. It is about taking care of those in your charge."
– Simon Sinek

My first leadership experience was leading a small customer support team for one of Canada's largest telecommunications service providers. They used our Ordering Management System (OMS). We customized it to their requirements and then tested the changes in a sandbox environment using synthetic data. Once the changes passed testing, we delivered them to the customer and assisted with deploying them in their various environments designed for different types of end-to-end testing. Given that the OMS integrated with countless applications from different vendors, all deploying their own software changes, my team was on the frontlines.

Each deployment brought a flood of issues. Some could be addressed later, but many were severe enough to cripple the environments and demanded immediate attention. It was chaotic. Since end-users relied on our OMS for nearly every use case, most issues manifested in our application and were assigned to my team. It was crucial to assess, prioritize, and investigate these issues promptly to prevent project delays that could have significant financial ,sometimes even regulatory, implications for our valued customer.

As the OMS support team lead, my responsibilities included assessing and prioritizing issues, ensuring prompt investigation and resolution by the team, and delivering high-quality fixes on time. Being on the front lines meant handling escalations, coordinating with other teams, and communicating with stakeholders.

Despite the challenges, I was determined to exceed everyone’s expectations – both the customer’s and my managers’. I wanted to prove my managerial skills and showcase my capabilities. This meant long hours, working weekends, juggling overlapping meetings, and constantly putting out fires and reassuring stakeholders. I put a lot of pressure on myself and the team, and everyone rose to the challenge. Everyone worked hard to ensure our success.

However, I later realized this relentless push for success came at a steep price. I had underestimated the stress I put on everyone, including myself. It wasn't long before cracks began to show. After about two years of this pressure, most of my team left within a few months.

The Initial Challenge and the Illumination

The departures created a massive hole, both in staffing project continuity. Each team member was essential, and every departure was a major setback. Recruiting replacements with the right knowledge and experience in our OMS application would take months. The impact was obvious: projects were in risk of falling behind and my team’s morale was at rock bottom. We were in a tough position. The pressure to deliver didn't ease up, and the stakes were higher than ever.

In the middle of this mess, my manager had limited options. As a quick remedy, she assigned someone from a different application team to assist us. He had no OMS knowledge or experience, and had a reputation for being unmotivated and was tagged as a low performer for some time. I felt frustrated and annoyed. Not only did this person underperform, but he also lacked the necessary knowledge. It felt like adding a burden when we were already struggling. We were short-staffed and barely keeping up, and now we had to teach an unmotivated employee the complex OMS system.

I spiraled into despair, questioning my manager's decision and wondering why she couldn't get us someone from the OMS development team. They had the knowledge and could help immediately. How were we supposed to do our job now? But she assured me this was a temporary solution. I had no choice but to make it work. I felt hopeless, but giving up wasn't an option. With everything I'd worked for over the last two years at stake, I had to find a way to get him up to speed and maximize his potential contribution.

It was clear that something had to change, but I wasn’t sure where to start. I put a knowledge transfer and training plan in place and looked for tasks he could help with in the meantime. Slowly, I began to see how bright he was. Although he didn’t have OMS knowledge, he possessed strong technical skills, a sharp intellect, and a keen understanding of his work. He came up with brilliant ideas and proposals that exceeded my expectations.

This dichotomy puzzled me. How could someone so bright and knowledgeable be so demotivated and considered a low performer? I decided to get to know him better and try to understand what motivated him, then figure out how I could provide that within his role. The more I interacted with him, the more I realized that his lack of motivation was not due to a lack of ability but rather a disconnect between his work and his intrinsic motivators.

I realized that understanding what motivates employees is crucial for any leader. Instead of focusing solely on his performance metrics, I sought to understand him as a person. I began by scheduling regular one-on-one meetings, creating a safe space for him to speak openly about his experiences, challenges, and aspirations. These conversations were illuminating. I learned about his interests, what he enjoyed about his work, and what frustrated him. It became clear that his low performance was linked to a lack of engagement and motivation rather than a lack of skill or knowledge.

The Shift in Leadership Approach

This realization prompted a significant shift in my leadership approach. I recognized that my previous style, which prioritized results over well-being, was unsustainable. To turn things around, I needed to focus on individual motivations and tailor my leadership accordingly. I began by reflecting on my own practices and their impact on the team. It was a humbling experience to acknowledge that my relentless focus on quality and deadlines had contributed to the burnout and eventual departure of my team members.

With this newfound perspective, I decided to focus on understanding and leveraging the individual strengths and motivators of each team member, starting with the low performer. I used various methods to gather insights into what drove him. One-on-one meetings provided a foundation for understanding his personal and professional goals. Informal conversations helped build rapport and trust, making it easier for him to share openly. Performance reviews and feedback sessions were restructured to be more collaborative, focusing on growth and development rather than mere evaluation.

Implementing Motivational Strategies

Armed with a better understanding of what motivated my new team member, I set out to create an environment where he could thrive. I identified specific motivators that resonated with him and aligned his tasks and responsibilities accordingly. Here are the strategies I implemented:

Observing the Transformation

The transformation was not immediate, but the signs of improvement were undeniable. Initially, there were small victories – he showed more interest in his tasks, and his engagement levels increased. His performance steadily improved as he became more proactive and took initiative. He quickly mastered the OMS, and the quality of his work improved significantly. He consistently met and even exceeded expectations, demonstrating his full investment in his role.

The positive changes in his performance had a ripple effect on the team. His increased motivation and productivity contributed to a more collaborative and dynamic team environment. Overall morale improved, and the team started to function more cohesively. It was a powerful reminder of the impact that individual motivation can have on team dynamics and performance. He soon became my most trusted team member and right hand, handling delegated tasks as effectively as I would.

Reflections and Lessons Learned

This journey taught me invaluable lessons. First and foremost, it underscored the importance of understanding and leveraging individual motivators. Every team member is unique, and what drives one person may not necessarily drive another. As leaders, it is our responsibility to recognize these differences and create an environment where each team member can thrive.

Empathy and support are crucial elements of effective leadership. By taking the time to understand and address the needs of my team members, I helped them unlock their potential and contribute meaningfully to our team. This experience also highlighted the long-term benefits of investing in team development. By focusing on the growth and well-being of our team members, we can build a more resilient and high-performing team.

Reflecting on this journey, I am reminded of the importance of adaptive leadership. The ability to understand and respond to the unique needs of each team member is crucial for building a motivated and high-performing team. As leaders, we must prioritize the well-being and development of our team members, recognizing that their success is intrinsically linked to our own. Transforming a low performer into a high achiever is not just about strategies and methods; it’s about understanding, empathy, and support.

I encourage fellow leaders to take the time to understand what drives and motivates their team members. By doing so, we can create an environment where everyone can thrive, leading to greater success for both the team and the organization as a whole.

Have you faced similar challenges in your leadership journey?

What strategies have you found effective in motivating and empowering your team?

I invite you to share your experiences and insights in the comments below. Let's continue this conversation and learn from each other to become better leaders.