Acting to Prevent Burnout Linda Wilson returned to employment after maternity leave when her baby was 3 months old. A new critical care unit was being opened in the hospital and she eagerly accepted...

Acting to Prevent Burnout Linda Wilson returned to employment after maternity leave when her baby was 3 months old.

A new critical care unit was being opened in the hospital and she eagerly accepted the invitation to work there. However, after 2 months on the 3 pm to 11 pm shift, she found she was burning out, due in part to understaffing, lots of overtime, and the critical nature of the patients for whom she cared. With the demands of the baby, she seldom got more than 4 to 5 hours sleep. She approached the supervisor of the unit and asked for an appointment to meet with him prior to beginning her shift. During their meeting Linda explained, “I am very appreciative of the opportunity to work in this unit. However, I think it was not the right time in my life to undertake such a challenge. With the demands of a new baby at home, I just do not have the energy this position demands. I get home late, often have trouble going to sleep, and the baby wakens during the night and is up early. I would like to request a transfer to a less intensive work unit.” The supervisor was supportive of Linda and her request and agreed to follow through on the request for transfer. In this communication, Linda did not blame others for the situation in which she found herself. She was honest and forthright in her explanations, and clear in her request.