Emily Leary, Xiaoming Sheng, Mario Davidson, Terrie Vasilopoulos, and Margaret Stedman

In May, the ASA Pathways to Promotions Committee (P2P) of the Statistical Consulting Section invited Tara Maddala and Sally Morton to speak as part of the P2P webinar series. Maddala is the founder and CEO of Pandora Bio, and Morton is the executive vice president and professor of statistics at Arizona State University and 2009 ASA president. Maddala and Morton shared their perspectives, experiences, and methods for identifying and addressing burnout.

The International Classification of Diseases defines burnout as a syndrome resulting from chronic workplace stress that has not been successfully managed. According to “Burnout Is About Your Workplace, not Your People,” by Jennifer Moss and published in Harvard Business Review, individuals experiencing burnout are 63 percent more likely to take a sick day and 23 percent more likely to visit the emergency room. In addition, employees experiencing regular burnout are less likely to ask for constructive feedback, 13 percent less confident in their job performance, and 2.6 times more likely to leave their jobs, according to Gallup.

Collaborative statisticians have unique perspectives and stressors, given their role in the workforce. These include heavy time pressure and concerns about being undervalued, working relationships, and boundaries, which all affect career growth, satisfaction, and progression.

Maddala said, “Go where you are valued, not merely tolerated,” emphasizing that collaborative statisticians have a critical role on teams. They contribute value as collaborators and scientists with respect to time, cost, and reputation.

As Maddala and Morton discussed their experiences and strategies, three themes took shape: the importance of strong, consistent, and clear leadership; learning the approaches or strategies that allow one to thrive; and creating/maintaining boundaries.

Leadership

Maddala focused on employee interaction with leaders and the need for clear expectations and priorities from leaders, whereas Morton focused on improving leadership to reduce burnout in the workplace.

Morton pointed out that the “minority tax”—work from the added responsibility of being an underrepresented minority—should be recognized by leaders so they can create a more equitable workplace. Underrepresented minorities may have more work because they are expected to provide support or advice to early-career underrepresented minorities in addition to their current duties while not receiving support from their colleagues.

According to the American Psychological Association’s 2015 report, “Stress in America: Paying with Our Health,” women are thought to experience stress at a greater rate than men, with younger generations experiencing more stress compared to older generations.

To address these and other issues, Morton and Maddala recommended leaders support avenues for people to speak about issues and facilitate training or provide resources to foster career progression and growth.

Leaders should also demonstrate healthy boundaries and coping skills, including not emailing staff or colleagues outside working hours and taking time for professional development.

Morton also mentioned that remote or hybrid work can cloud our sense of how others work and limit strategy sharing among teams. Leaders can address these problems by providing avenues or events that support collegial interaction.

Ability to Thrive

Maddala and Morton advised that one’s priorities should guide their time and actions. Being open and consistent when conveying values and your optimal working style is important, especially early in your career. They agree communication is key when it comes to issues such as microaggressions, not being credited for work, or feeling restricted. Speaking with someone in the human resources department or a supervisor can help with identifying strategies and tips for handling tough situations.

Morton said it is important to allow yourself grace, recognize your imperfections, celebrate your successes, and identify and use a support network. “I’m not Superwoman,” said Morton. “I allowed myself grace … and provided myself an opportunity to set my own path.”

Time Management and Boundaries

The final theme centered on time management and setting boundaries. The goal is not to do more work, but to be more productive during your established working time. As Morton cautioned, “You must do this or people will expect 24/7 productivity, and that becomes the new norm.” She also stated that saying no early on is better than saying yes and then not being able to deliver later. Even more important, however, is learning how to say no collegially and constructively.

Maddala described good meeting ‘hygiene,’ saying most productive meetings involve only the critical players. This facilitates meaningful discussion, so decisions are made within the allotted meeting time.

Finally, Morton and Maddala discussed adhering to the 80/20 rule—in which 80 percent of the impact comes from 20 percent of the effort—and the importance of taking regular breaks and vacations and maintaining work-free weekends.