Hier erfahren Sie, wie Sie die Produktivität und Leistung von Anwendungsentwicklern steigern können, indem Sie Burnout bekämpfen.

Create a prioritized to-do list, that can be re-prioritized daily, weekly, or monthly. The list contains clear, achievable goals. Take time to celebrate achievements, plan times off for yourself, and support people that you care about. Give yourself some slacks, and accept that things will not always turn out how you would like them to be, and it is ok. Live in the moment.

To keep app developers going strong and prevent burnout, I make sure they take breaks, set realistic goals, and feel supported by their team.

Ensuring that there consistent engagement is one way of getting a pulse if Developers are showing signs of burnouts. Particularly when you present a challenge and you do not have an uptake from your development resource who usually are enthusiastic of taking on a challenge to solve.

It is likely that the burnout happens due to pressure and timelines. Customer expectations and commitments. The best way to manage this is a top down approach. Create a cleanup plan and commitment review from the macro perspective and arrive at a schedule in line with the customer priorities. Find out bottlenecks and distribute the work and more importantly share it with the customers. Best to be frank and share the plan and do the execution accordingly. Don’t allow the lower level team to manage the issues as per their capacity.

The keys signs are: * Overtime works is become usual * Tasks are finished but with not "correct" quality When this symtops appears it's clear that your teams has burnout and you need take actions ASAP.

Work-Life Balance: Encourage a healthy balance between work and personal life. Set clear expectations about work hours and ensure developers have time to rest and recharge. Flexible Schedules: Offer flexible working hours or remote work options to accommodate individual preferences and needs. Manage Workload: Avoid overloading developers with tasks. Prioritize projects and distribute workload evenly to prevent burnout.

What I have found to be extremely helpful is to actually invite my employees to step out of the office or their work area for a break. This gesture that is taken by their "boss" makes it easier to accept breaks and pause work even for my perfectionist colleagues. It is really important to clearly voice and emphasize work-life balance. In a lot of cases people are working unpaid overtime without you noticing and the signs are hard to read. Be mindful of your team, get to know them deeply so you can build their most efficient selves!

Breaks are somewhat counter-intuitive. When pressed for time, our natural tendency is to push harder. In my experience, developers and technical staff are even more prone to the "just five more minutes" fallacy that turns in to hours behind a keyboard. Even knowing the details on the benefits of breaks, I struggle with this on the daily. One tip I've picked up is to make sure that your "break" engages your brain in ways that your work does not. Walking or exercise that requires motor skill coordination for instance are great ways to force an otherwise uncooperative brain to "let go" of work for a few minutes. The less your brain cooperates, the more physical your break should be.

Encourage Regular Breaks - Scheduled Breaks: Encourage developers to take short breaks throughout the day to rest and recharge. - No Overworking Culture: Promote a culture where working late is not the norm and is discouraged unless absolutely necessary. This is a must to ensure that we have culture of focusing on work on time. So that one can have good time for their own priorities (family, friends, hobby etc.) outside work.

I worked with a project manager who would send emails through well after midnight. As he became more sleep-deprived his emails became more incoherent and, frankly, rude. Once I'd noticed the pattern I took him aside and explained he owed an apology to one of our team members after writing a particularly unpleasant email at 3am, and I wouldn't read anything of his written after midnight, ever. Among his other habits was to send a much better version of his post-mignight missives once he'd got some sleep. I preferred the morning version.

You must always ensure your team that your expectation of their work is limited to their work hours and in no way goes beyond that. If a member of the team is overworked, the team's leader is responsible. They should always be aware of what each team member can handle and tune their workloads as appropriate.

Try to make sure that you are at least intuitively aware of your teams working hours and the effort they put in. Nowadays it seems like a bigger issue in Tech that the team is working overtime just to finish their project without even consulting management about it. That can quickly lead to burnouts. Make sure to look out for signs of unaccounted work (late night emails from someone who is usually working during the day, spending too much time in the office etc.)

It seems to be a lesson that we in this industry simply cannot learn. You MUST take breaks. 15 years ago I was admonishing staff to get off their computers at 1am. I'm still doing it in 2024. I hate to say, but sometimes it takes a stern hand in correcting this behavior. Hero Syndrome is a real thing and manifests in all areas of life. Not only is a lack of balance self destructive, but it's disrespectful of your peers who value a more balanced lifestyle, yet may feel that they would be seen as 'less than' for sticking to it. Failure to foster balance isn't just a nice to have. It's a necessity and must be actively managed.

Duas coisas muito úteis que sempre apliquei na minha própria vida e equipes para evitar burnout é garantir que exista equilíbrio entre a vida e o trabalho e que você tenha um hobbie que te desligue das tarefas do trabalho quando for oportuno. Não há pior sentimento do que se sentir escravo de um projeto ou operação. Sem a devida atenção ao time esse se torna um perigo iminente, sobretudo na área de TI em que as entregas são cobradas com bastante pressão.

We have run an EQ coach benefit program in the company for years. It had 100% satisfaction and 100% success rate. It is a must have at any company where they can organize it. Providing monthly 2 sessions with an EQ coach seems to be invaluable. It is necessary to emphasize that this is EQ sessions, not work coaching. We need to emphasize mental hygiene and work life balance to our employees and give them a platform where they can get help with making hard decisions and deciding to voice their concerns even if that is "against" the company.

Um trabalhador hiperfocado tende a se enterrar no seu foco e esquecer se pequenas tarefas de auto merecimento. Exercícios físicos, atividade física, higiene e asseio são coisas básicas que levantam a moral e a auto-estima a ponto de mudar um dia ruim. Foco nas pequenas boas coisas ajuda a evitar as grandes coisas ruins.

DRY: Don't repeat Yourself, it's not only for the code, it's part of the entire process, from the code to the deploy, so automatize it's a must for reduce "repetitive" task that don't add value, but only manuals errors

Workflow optimization is, rather unfortunately, one of the least understood aspects of burnout prevention. Our natural tendency as humans when we encounter tension or stress is to 'add things'. Add processes, rules, procedures, etc. Often this has the exact opposite outcome than we desire. One tip here is to monitor cognitive loads on developers. How much reference documentation do they have as opposed to just having intuitive and self-documenting processes? How much red tape is there to get code moved through a pipeline? How many communication channels? How 'fast' do they feel in the performance of their duties? When these things start to suffer, you usually have too much 'workflow' rather than 'not enough'.

I think this might be one of the more misunderstood aspects of developer burnout and attrition. Continuous Learning is what drew many of us into this line of work in the first place. Allowing developers regular opportunities to step away from core responsibilities for a bit can do wonders to recharge the battery, and come back with new learnings and renewed motivation. Some examples: - Proof of Concept projects. Let them investigate a new technology or implementation, especially where it relates to improving developer experience for the team. - Cross-team collaboration. Every developer on your team knows things that other teams need. Let them help. Maybe other teams will repay the favor! - Classes, certifications, etc.

Encourage Breaks: Encourage regular breaks throughout the workday to prevent fatigue and maintain focus. Short breaks can improve productivity and creativity. Supportive Environment: Foster a supportive and collaborative work environment where developers feel comfortable seeking help and discussing challenges.

As leader who is responsible for leading a solution that will be delivered by a team. The most Important trait is to ensure that you are planning ahead and ruthlessly prioritizing what is most important for the team to work on. Once it is assigned to the team do not pile on more until you know they have completed what was previously allocated. Do not burden your top talented resource to work consistently have to operate at 110%, it will lead to burnout and eventually low quality, which will eventually lead to the resources being disengaged and want to leave the program.

From my experience it is very important to have an open channel of communication. And always deliver your critics/improvements in private but do compliment in public.

If you need to counter burnout, it's only an indication you are late and failed to *prevent* burnout. Before it happens though, signs to look for are: - exhaustion - disassociation - reduced efficiency - short tempers - poor sleep - self-neglect - depression - loneliness etc. If you woke up dealing with a burnout that already happened, finding the root cause will pay better dividens than treating only the symptoms. Most of the time the root cause is associated with the lack of ability, trust and psychological safety to simply say: NO at the appropriate level. No to: pressure, unreasonable timetables, unachievable goals, lack of work-life balance... And when you can't say no to any of that, perhaps a time comes to say NO to that employer.

Na minha experiência, percebi que sempre deixar a porta aberta para dar suporte ao time é chave para boa comunicação. Quando você sabe desde cedo sobre os desafios que uma pessoa enfrenta com relação ao fluxo e volume de trabalho, você é capaz de ajustar a capacidade e velocidade sem impactar o time negativamente.

Debemos identificar las causas para entender niveles de estrés y cómo está impactando en lo laboral. También debemos analizar las asignaciones de trabajo, los plazos y proyectos. Hay que buscar y cuidar de forma continua el equilibrio laboral y vida personal. Cuidar y proporcionar oportunidades de desarrollo profesional y capacitación; y contar con un clima laboral positivo y colaborativo. Necesitamos guiar al equipo para definir expectativas claras y realistas en los proyectos. Siempre hay que brindar el agradecimiento y reconocimiento por el trabajo del equipo. Y buscar oportunidades de avance profesional. Definitivamente, es importante estar pendiente de las señales o causas del agotamiento e implementar estrategias preventivas.