As the CEO of an app development company, my job requires interaction with all teams. Meeting deadlines is important to our rapport but so is the well-being of my team members. It’s not easy and I’m not perfect but I have learned some valuable lessons along the way.
The stressors on any given workday that are to be expected – like any job, there are normal problems but also issues you probably wouldn’t realize unless you work in (or with) the industry. Real problems surface when tasks begin to bottleneck and teams get overwhelmed, especially just before delivery of a big milestone. Between navigating complex issues, working long hours and the interpersonal tensions that sometimes develop, problems flare up and the next thing you know, you have a full-blown civil war in the office.
In software or app development, junior developers feel defeated and seniors become more jaded when projects turn into disasters. If you have a Netflix account, watch this episode of the Patriot Act with Hasan Minhaj. Though this is focused on game development, this example should resonate with developers of all flavors.
Burn out: not just for Camaros in a cul-de-sac
Among my successes, failures, and observations of colleagues working for other companies, burnout is something our industry should have already collectively addressed. Yet, here we are! We’re now at a point where we absolutely must reevaluate worker conditions in our industry before we find ourselves in a situation like the Labor Movement of the 19th century.
In 1974, psychologist Herbert Freudenberger was the first to coin the term “burnout” – he also defined the scope of the condition as well as discussed preventative measures and methods to mitigate these issues once they occur (Freudenberger, 1975). In his early works, he discussed the psychological and environmental factors that contributed to this condition in specific settings. Along with the aid of psychologist Gail North, a 12-stage model for burnout was developed which you can learn more about by following the link.
Early studies referenced low or unpaid workers however, we see this is the case for well-compensated individuals as well. It’s not just the money.
Unless you’re freelancing and taking low-paid gigs from startups, the average salary for a junior dev is livable for most parts of the US (unless you’re on the low end of the spectrum and living here in New York, Chicago or LA.)
The mounting stressors that lead to burnout typically yield some form of maladaptive behavior which can manifest in a number of ways. As a company that employs many developers, I realize steps need to be taken to keep these people – who integral components of our success – as happy as possible.
3 ways to help avoid developer burnout
First, all developers need to realize that there will be times that extra time commitments are just part of the game. As an employer, these times need to be reasonable – not like the conditions described by Emily Grace Buck at Telltale Games in the show link above.
To avoid developer burnout, I recommend taking the following actions with your teams.
Understand employee commitments outside of work. There’s a lot of competition on the market and sorry to say, your business isn’t the center of the universe. Figure out obligations people hold and build flexibility in your scheduling and delivery dates. Younger devs might be eager to work more, especially if they don’t have family or other pressing obligations. Don’t expect those with families to bend over backward because you tried to stuff ten pounds of shit into a five-pound bag, especially when this means neglecting their children.
Realize a mental health day might be needed. Understand that “crunch” time is a necessary evil. With that said, cultivate positive interpersonal relationships among team members and management such that working around mental health becomes a part of your culture. Some people bulldoze through long hours and the occasional craziness while others shut down when overwhelmed. You need to appreciate both types and do your best to instill a sense of caring for mental health among your work community. Keep the long haul in mind by realizing people need breaks in the short term to keep them fresh. Give them a day off or let them leave early to catch their breath.
Stand up for your people. Sometimes, stakeholders and clients can turn into bullies when there are delays. To prevent this, factor in human elements to your scheduling and make sure to communicate that issues can and will arise. There are times you might take your car to the shop for a tune-up and it’s discovered that a specific spark plug isn’t just bad, a piston ring has gone out and that cylinder isn’t firing to capacity. The same kinds of things happen with dependencies in app development which need to be communicated when these cause delays. Communicate with these people when said problems surface and don’t take it out on your team. Too, don’t be afraid to say no, especially when you walk through the office and notice developers in the fetal position under their desks. One way to help with these conversations is by reminding clients that quality should be the main directive.
Be good to your developers
The software development world can be unforgiving but it doesn’t have to be. By thinking about the teams who build your products as much as the money you’ll make from delivering a great product, your culture will improve and you’ll get better results. Remember: treat others as you’d like to be treated.
References
Freudenberger, H. J. (1975). The staff burn-out syndrome in alternative institutions. Psychotherapy: Theory, Research & Practice, 12(1), 73–82. https://doi.org/10.1037/h0086411
