Physicians are a unique (and sometimes frustrating) blend of resilience, drive, fatigue, responsibility and privilege that makes our burnout complex.
It would not seem that our positions of leadership and authority, societal respect and wealth would be susceptible to burnout. After all, surviving becoming a doctor is already hard enough. But it is those very traits and experiences that create both a shield and a sieve in our mental armor.
COVID-19 brought into sharp relief how susceptible physicians (and health care workers in general) are to moral injury. As we return to the everyday high levels of burnout that existed before the pandemic, I worry about a collective PTSD and what could happen if that stress resurfaces, especially in the face of a changing medical and political world.
To help modulate those stresses and the ensuing burnout among physicians, increased leadership participation, acknowledgment of everyday excellence, intentional appreciation and belonging help. Most, if not all, of us want to be appreciated for our efforts, no matter how good or how expected those efforts are.
When we feel we are not being heard, appreciated or acknowledged, we develop a type of learned helplessness or apathetic disengagement — a “whatever…” attitude. When that happens, it leads to isolation, feelings of worthlessness, depression and burnout, even among high-performing people like doctors.
Each of us can be both a cure and a cause of burnout…and we may not be aware of which one it is or where to go for help. We can start by seeing our colleagues and letting them know they are seen.
In this age of social media, texting, Diagnotes, emails and Zoom, it can be difficult to do this. But we need to be intentional about this or there will be unintended consequences. In short “one of every person’s deepest desires is to be seen and known and to see another in that same way” (St. Augustine).
In the next part of this series, I will talk about the concept of “therapeutic leadership” and how it can be used to address wellness.
