![]() And while various sources lay the blame either at the feet of the employee, assuming some personality or character flaw, or at the foot of the organisation, which creates the pressures that drive employees into burnout, the evidence indicates that burnout typically occurs when employees and employer collude in creating the conditions for this serious and career shattering phenomenon to occur. For example, while it may be a common assumption that burnout affects mainly middle-aged senior executives, the stark reality is that the most likely victims are in their mid-twenties rather than their mid- forties. It is important to dispel a number of myths, which may prevent coaches from understanding and recognising burnout. The effective and safe coach needs to be able to recognise the symptoms of burnout, at both its incipient and its active stages, and have a practical toolkit to help the client recognise and manage what is happening, within the ethical boundaries of a non-therapeutic intervention. Individuals and organisations will seek out this expertise if there is a recognition that the executive is stressed or struggling in some way (not necessarily identified as burnout). This is particularly true for a coach whose ‘brand’ is Corporate Well-Being Coaching and who is recognised for this expertise.
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