What do you do when you find yourself less engaged in your job? What factors are involved? How do you move forward?

In a 2018 Harvard Business Review article, executive coach, speaker, and management professor Monique Valcour writes “You have a right to have work that enriches and enlivens you, rather than diminishes you.” That goes well beyond pay and other contracted rewards, she explains, but includes things like trust, respect, autonomy, civility, and the opportunity to make a positive impact on others. Without that broad view of expectations, people become trapped in jobs that harm their well-being and sense of self. Beyond the serious harm done to the individual suffering it, burnout infects others who work with that individual and, like a contagious outbreak, can impact the whole system of employee relationships.

What are the factors that play a role in burnout? They fall into two broad categories: 1) personal factors, and 2) job and organizational factors.

Options to address burnout fall into similar categories: 1) change yourself, or 2) change your job or organization. In most cases, addressing the personal factors noted above should be the first course of action. Are there skills you can build that can increase your capacity to take on higher workloads? Can you directly address issues in the workplace with the support of your supervisor or another advocate? Can self-care techniques more effectively buffer you from the stressors in the workplace?

But what if the job and/or workplace factors are so significant that all attempts to change personal factors fail to stem the tide of burnout? As noted in a 2021 Forbes article, first, recognize that every job can be stressful at times, and every professional has days when they just aren’t feeling passionate about their work. Is it a phase? Or is it a longer-term indicator of misalignment with your job? Here are some warning signs that you’re not in the right role or aren’t working for the right organization:

So, what do you do once you recognize burnout and misalignment that you can’t resolve? It’s worth repeating Valcour: “You have a right to have work that enriches and enlivens you, rather than diminishes you.” But is your employer obligated to provide that for you? While the organization certainly has many reasons to be interested in employee satisfaction, it is not obligated (nor has the ability) to ensure this is the case for every employee. This is particularly hard to appreciate by those who have a strong sense of organizational loyalty. (“After all I’ve given to the organization, how dare it . . . .”)

The reality is: you have choices, and those choices should place your own well-being and happiness first. For some, your supervisor can be a source of support on considering the decision to find your path elsewhere. For others, there may not be enough psychological safety. Turn to a mentor either within or outside the organization. Talk to those who can give you an objective reality check. Turn to professional resources if desired (your organization’s EAP can provide confidential support). Take assessment, determine your path. Whatever your path, make sure your arrival on shift or on Monday morning is accompanied by an informed, intentional, and resolute sense of “This is what I choose!”