“I’m finished! I’m Burned Out.”
We have heard those words far too often from clients who are new to VIM Executive Coaching. Sometimes we believe there is a veritable avalanche of burnout and regret that has transformed the landscape of modern-day executive suites (even though the “suites” may be far-flung and remote. People “throw the flag” at the least bit of adversity.
Burn-Out
Burn-out, of course, is a relative and many faceted term. Burn-out might refer to a project that went right or wrong, office politics, personnel issues, workplace harassment, unethical behaviors, change of all sorts, or possibly all of these combined – and then some. Invariably, the executive undergoing the initially, ill-defined burn-out might say that they “want nothing from their workplaces,” just out.
And that could be true on its own weight.
However, even if the opportunity to leave was right in front of them, and even if by their comments it appeared as though their complaints were valid, to stand up and storm out is as much of a reaction as to sit there and intentionally do nothing (as a reflection of wanting nothing).
The actuality is that “Burn-Out” is rarely as straightforward as it may seem and it is often caused by factors that, upon reflection and examination, may not be as was initially described. Indeed, “wanting nothing” is very often the opposite of what the client really wants.
Look at Me
Whether a high-level “C-Suite” executive leader or a mid-level manager, we want to be seen and appreciated for our efforts; valued as part of a team; being effective in advancing an agenda or plan; being thought of as effective and ultimately making an impact.
However, all to often the concept of burn-out occurs when the desired outcome runs up against dashed expectations. There is a feeling of hopelessness and of failure often masqueraded behind anger or disengagement. But rarely, is the most important aspect of this burn-out mentioned, let alone practiced. The word is mindfulness.
Mindfulness is an ancient concept, by far predating the modern office and yet, this ancient practice is as relevant now as centuries ago. If we work backwards, in a sense, the lack of mindfulness in all aspects of executive leadership is what led to executive burnout and to the failure of achieving leadership goals.
Mindfulness is much more than mindfulness meditation. It is more than the loosely interpreted “being present.” In fact, mindfulness is the opposite of burned out. Oh yes, an executive might feel a situation is not right for them and may accordingly leave a poor situation, but that is not burnout. It is being authentic.
Mindfulness leads to authenticity.
A mindful and authentic executive will be seen, and if not appreciated for their effort, will at least understand what the issues are in not being appreciated. A mindful executive will be better valued as part of a team. A mindful executive will be effective and ultimately will make an impact on subordinates, peers and higher-level executives.
Where from Here?
Burn-out is real, of course, and an executive may legitimately ready to move on, but for legitimate reasons that are based on authentic responses and not reaction. The mindful approach allows for response, reflection and appropriate action.
To say we “want nothing” from an employment situation other than to leave, accomplishes virtually nothing. We should want everything (as much as we can mindfully and authentically get) from a positive work situation. Where we go within that situation is ultimately up to us but it must be based on a legitimate response and not a spur of the moment set of reactions.