From the author:
Head of Department with "Burnout" experiences "miracle cure overnight"
The mid-forties has been in a very dynamic for several years Companyshe helped to build. Her job had changed a lot over time. Also, because she pushed this so much. The company is now in the process of taking a forward-looking development step. The head of department is actively involved in this process.
When she learned of the planned development step, she became a fat one. She just dragged herself to the office, just like home. She succeeded less and less in accomplishing her tasks. She left things lying and made more mistakes. She had lost all joy; also on things that she loved.
Burnout or Boreout?
She thought she needed to have more peace and quiet in her life and took a vacation to rethink how she could do it. But as soon as she thought of her work, she was overcome by that infinite tiredness. Back in the company, she became increasingly irritated with colleagues and supervisors and quite negligently provocative: "No one can quit me anyway."
An unsubstantiated statement, for their whereabouts were counted. All the innovations in the company torpedoed them now. To their disadvantage highly emotional and with little substance. The situation began to turn for them. Team and leadership support fell rapidly.
She was on sick leave because of "burnout". The management lost their confidence in the head of department. Two very fair scenarios were worked out, which were presented to the head of department. She should decide.
Did the woman really burnout?
It chose the contract resolution with very attractive conditions. As she was changing, she appeared joyful and friendly at her workplace and handled the transfer proactively and flawlessly. The time of the departure went bilaterally along the whole line with respect and ultimately best wishes for the future.
Did the woman actually have a burnout? Probably not. For a burnout, the incapacity to perform is independent of the task. The woman, however, carried out all the tasks to hand over her work to the remaining team with elan. She looked optimistically and with ideas into the future.
What was wrong with the woman?
She was tired of doing business: the same colleagues, the same office, the same desk for several years.
The same products and services, the same customers and suppliers, always the same faults of the superiors and their inadequacies, which always made the same impossible, etc.
She experienced a psychic saturation as her environment remained the same no matter how much she changed her job. She knew how her future would look in the company: despite changes in the running volume essentials would remain the same. And this prospect left them unconsciously radically behind the supply of energy. She was experiencing time and again, and suddenly a leaden fatigue.
She had deprived herself of her doings without being able to initiate or understand her conscious thinking. She did not understand for years how much she longed for change. When she was faced with a decision and she decided, she unconsciously re-energized herself to cleanly complete the old work relationship according to her values and courageously innovate. As if by magic, she was suddenly "healthy" again.
What could make the woman better?
The woman always had times in which she felt very tired and impotent. Then she usually made wellness holidays to reward herself and motivated herself for the next stage until her next vacation. Already there, she could have investigated more exactly what makes her so tired. Was it the work, some colleagues, the superiors, customers or simply the always the same day and week sequence with work places, accomplishments, family, hobbies etc.?
Perhaps the woman would not have had to quit at all, but she could simply let herself be given another task. She could have developed conversations with her boss. In which they could have explored together, which other tasks in the company might be fulfilled by the department manager in the future.
What could her longtime boss have done better?
He could have conducted more qualified talks with his proven strength. Especially when working together for many years, we confuse slightly superficial routine with personal access. Much is not addressed because we think it is necessary anyway, after all, you know well for years. It is the same as in sense-specific saturation, for example, we have become weary of a food through frequent enjoyment. Here, too, we suddenly get a taste for the food, if it is changed by spices, a different kind of preparation or the combination with other ingredients.
The boss could either have a deeper personal reference to find out what motivated his department head. After all, motivation and the necessary motifs change over the years. Or he could have tested them more provocatively and asked questions where their motivation might be to find effective channels of action in his company. He could have offered her advancement, further education or transfer offerings, or she could make a binding request as to whether she was interested in it.
Act before you dig yourself the grave
How long we enjoy and enjoy an activity is also due to our personal inner structure. To measure oneself as "what one does" or supposedly expect others to be one is rarely appropriate.
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