Executive Burnout

At any time close to half – about 41% in recent studies – of your staff suffers from moderate to severe burnout stress. In crisis situations up to 90% can succumb to burnout making your enterprise non-functional.

Ref. Manning & Gerada. Pulse Today 2012


Burnout is described usually as caused by:

  1. Exhaustion
  2. Lack of sleep
  3. Too few work breaks
  4. Confusion
  5. Lack of focus

This results in demotivation, errors of judgement, anti-social behaviour, sloppy work, creating tension in the work place, politics, anger, frustration, just to name a few effects on your work force.

To get a better understanding start by looking at the list above in the reverse order: there is no doubt in my mind that the process – yes, burnout is a process, generally insidious in onset and well camouflaged – starts with lack of focus.

Lack of focus occurs when

  1. Expected outcome for activity is unclear
  2. There are too many different demands
  3. Conflicting instructions are given
  4. Poor leadership or a stressed leader

This leads to confusion, which evokes people to work harder rather than smarter.

Lack of focus is the most costly of failures – at all levels.

Burnout is usually diagnosed by the poor performance of an individual, the section or site of your enterprise.



Most questionnaire type checks will reveal that, yes, about half of your workforce have symptoms and signs of burnout. The individuals in a group showing most signs vary from time to time. Some exhibit more stress than others. This pattern can and does change over time.

And individuals are not helping themselves and the organisation by hiding their burnout, which is common, particularly among professionals and company executives. They see burnout as a personal failure.



VogelPercy offers resolution of burnout by providing whole of person self-management skills. This refocusses the individual and the task group on the expected outcome.

Exhortation from the leadership may imbed resistance to change their behaviour and at best will have only short term effect.

Help from inside the organisation has drawbacks. Often the manager/helper is suffering from burnout as well and second, the manager’s attempt to cajole better behaviour is viewed with suspicion, adding to the confusion.


VogelPercy trains teams, coaches and mentors individuals on how to resolve and to avoid burnout.

In our twenty-five years of working with organisations as diverse as large international companies, financial institutions, hospitals, charities, small to medium enterprises we have helped resolve burnout, particularly at Executive level.


What does a burnout free work force look like?

  1. Highly dynamic and enthusiastic Executive
  2. Few formal meetings
  3. Spontaneous agenda free get-togethers
  4. Frequent breaks from intense activities
  5. Great achievements in a short time frame made in a semi-playful way.
  6. Reflected in enormous increases in productivity.
  7. Bottom line up to tenfold increase in two to three years.


The greatest cost always is the missed opportunities and the waste of human potential.