Five Strategies to Fight Burnout

More than three-quarters of health care workers report feeling stressed or stretched thin, with burnout contributing to problems like higher turnover and staffing shortages that can affect patient care. According to researchers at George Mason’s College of Public Health, the fight against widespread burnout needs to begin with the training of future health care administrators. 

Drawing from existing research and national frameworks on workforce well-being, Debora Goldberg, principal investigator and an associate professor in the Department of Health Administration and Policy, outlines several leadership strategies that can help counteract burnout. 

1. Build workplaces where staff can speak up. 

Health care leaders must create environments where employees can report mistakes, raise concerns, and discuss safety issues without fear of punishment. Clear reporting policies, open communication, and a culture of trust are key for psychological safety.  

2. Redesign jobs to reduce overload.  

Many health care roles involve long hours, heavy documentation, and clunky technology that add to daily stress. Leaders’ decisions about staffing, scheduling, and tools can either ease those pressures or make them worse.  

3. Prevent violence and protect staff safety.  

Health care workers face some of the highest rates of workplace violence of any profession. Leaders can help reduce risks by establishing zero-tolerance policies, training staff to de-escalate tense situations, and putting safety measures in place before incidents occur.  

4. Involve frontline staff in decisions.  

The people delivering care often know exactly where problems arise. When leaders directly involve nurses, physicians, and other staff in decisions about schedules, policies, and daily operations, the changes are more likely to succeed.  

5. Measure and improve workforce well-being. 

Health care organizations routinely track patient outcomes and financial performance. Workforce well-being deserves the same attention. Leaders can measure burnout, engagement, and working conditions and use that data to steer improvements.  

George Mason’s John Cantiello and Riva Kamat from Lotus Clinician Well-Being are co-authors on the paper published in the Journal of Health Administration Education.