Monday, June 24th, 2013


It’s tough for a top leader to spot his or her own burn-out.
One of the reasons it’s tough is that most of you are determined to do a good
job against all odds.  No matter what you feel.  Another reason is that you view it as your job to set an example for everyone in your company.  Always on, never lagging onward and upward. You get used to living with “grueling” as your steady state of being.You are in adrenaline overdrive most of the time with no respite to ask yourself how you are doing.  REALLY, how are you doing?

Here’s what I have seen and experienced as signals of burn-out.
See if any are familiar.

-You are beginning to feel both overly challenged and bored at the same time

-You create new task forces for the same ole problems

-Your outside corporate citizen work feels restful to you

-Vacations are irritating

-Your HR executive asks you about your calendar overload and your focus

-You face your key meetings with dread and obligation

-You can’t take your hand away from the flame be it a problem or a growth possibility or a talent issue. 

-You talk a lot about your commitment and energy for the company.  It feels a little like “you doth protest too much”.

-You wait too long to take action on key issues and then the action is too extreme

-There is a sense of staleness and repetition to major organization events

-There is a treadmill quality to your work instead of momentum

Burn-out is insidious and quiet and sucks vitality from your company.
When you have a whole top team that is burned out, it is mutually reinforcing.
No one sees it.
Check yourself for the intimations of burn-out and welcome the voice that mentions it bluntly.


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