Project management is demanding work that often requires juggling multiple tasks, meeting tight deadlines and managing diverse teams. This high-pressure environment can lead to burnout, a condition recognised by the World Health Organisation (WHO) as an occupational phenomenon resulting from chronic workplace stress.
As a project manager it’s crucial to understand the risks of burnout and implement strategies to prevent it.
Understanding burnout in project management
Burnout is not simply a result of long working hours. It can stem from various factors, including unfair treatment, poor recognition and the pressurised, multitasking nature of project management.
Sarah Jones, a tech project manager from Swindon, found herself overwhelmed not just by her workload but also by the constant context-switching between projects. “I had this constant feeling that my team’s efforts were undervalued by senior management,” she says.
Strategies to prevent look after wellbeing
Address your work
The first step in preventing workout and looking after wellbeing is to ensure that the work itself is well-organised and manageable. This involves more than just monitoring workloads – it’s about creating a productive and stimulating work environment.
For Jones, this meant restructuring her team’s workflow. “I implemented a new project management software that helped streamline tasks and improve visibility across projects,” she says, “This not only reduced the chaos of juggling multiple projects but also made it easier to demonstrate the team’s progress to senior management.”
Prioritise wellbeing in work organisation
Good sleep hygiene and regular breaks are integral to preventing burnout. Jones says she worked with her HR department to implement a ‘no-email after 7pm’ policy and encouraged her team to take proper lunch breaks away from their desks. “It was also really important to me to advocate for realistic project timelines, pushing back against unreasonable deadlines that would require excessive overtime,” she says.
Take personal responsibility for wellbeing
While organisational support is crucial, individuals must also take steps to maintain their wellbeing. This includes scheduling personal time and engaging in activities that boost energy and mood.
Jones made a commitment to herself to leave work on time at least three days a week to attend a yoga class. She also started a ‘walking meeting’ initiative, combining light exercise with necessary discussions. These small changes helped her manage her energy levels more effectively.
Stay alert to signs of burnout in team members
As a project manager, it’s essential to be aware of potential burnout signs in your team. These can include irritability, fatigue, changes in eating habits, or a decline in personal grooming. “I started monthly one-on-one check-ins with each team member, focusing not just on work progress but also on their wellbeing,” she explains. She also underwent mental health first aid training to better equip herself for these conversations.
Work on time management
When Jones first joined her London-based tech firm, she was excited about the fast-paced environment and the opportunity to work on cutting-edge projects. However, after a year of constant firefighting, late nights, and weekend work, she found herself experiencing chronic headaches, insomnia, and a growing sense of detachment from her work. After an honest conversation with her line manager about workload, she started putting other measures in place. With her line manager she reassessed the number of projects she was managing simultaneously, reducing it from five to three. This allowed her to focus more deeply on each project and reduced the mental strain of constant context-switching. Next, Jones worked on improving her time management skills. She began using the Pomodoro Technique, working in focused 25-minute bursts followed by short breaks. This helped her maintain concentration and energy throughout the day.
“I also made a conscious effort to improve my work-life balance,” she says, “I started setting clear boundaries, such as not checking work emails after 8pm and dedicating my weekends to family and personal interests. I took up painting as it was a relaxing way to unwind after stressful workdays.”
Within a few months, Jones noticed significant improvements. Her sleep quality improved, her headaches became less frequent and she felt more engaged and enthusiastic about her work. Moreover, her team’s productivity increased and they reported higher job satisfaction in the next employee survey.
“Prioritising wellbeing requires a strategic approach and involves organisational changes as well as personal strategies,” says Jones, “But being aware of the issues means you can create a more positive and productive work environment for your entire team.”
