How can you provide feedback that is sensitive to executive burnout?

Executive burnout manifests in various ways, often presenting as a complex interplay of physical, emotional, and behavioral symptoms. Physically, executives experiencing burnout may endure chronic fatigue, disrupted sleep patterns, and a weakened immune system. Emotionally, they may grapple with a persistent sense of cynicism, detachment, or feelings of ineffectiveness. Behavioral changes become apparent as they exhibit reduced concentration, increased forgetfulness, and a decline in decision-making abilities. There might also be an observable withdrawal from social interactions, diminished enthusiasm for once-rewarding tasks, and an overall sense of disillusionment with their professional roles.

Telltale signs of executive burnout include a noticeable drop in productivity and work quality, marked by an increase in errors. There's often a visible loss of interest and passion in tasks that once energized them. Mood changes, such as increased irritability and frustration, become more frequent. Lastly, decision-making and concentration are significantly impaired, signaling a deep-seated exhaustion that goes beyond physical tiredness.

The most common symptom of burnout is exhaustion - for many this is where the other symptoms derive. For a coach, recognising burnout involves being present with the person and identifying where they are 'not themselves'... as is normal when working with a person to bring out their best. Lower motivation, feelings of not enough (time, sleep, rest) and a distance in their mind/thought processes generally lend themselves to a diagnosis (if you do that kind of thing) of burnout.

I would suggest choosing an appropriate time for the feedback discussions and creating a comfortable, private setting. I'd empathize with the challenges they've faced due to burnout and offer my support. I'd also encourage them to set realistic expectations that align with their well-being and collaborate on finding solutions. I'd regularly check in on their progress, celebrating achievements and encouraging boundaries when necessary. I'd also suggest that they explore coaching or mentoring options for extra support. I'd acknowledge their hard work and challenges and aim to create a supportive and safe environment for their growth and well-being while addressing both work-related concerns and burnout recovery.

I don't think that there is a go-to way to respond to a client who is experiencing burnout. I also do believe that if you have a good coaching relationship with your client you don't need to tactically manage how you feedback with them in a formulaic manner. Humans are humans, they are not systems or robots. They need a human understanding with empathetic responses. To support anybody experiencing burnout, ask what they're experiencing and how they feel and adjust your mutual coaching goals bring them back to life. It's that simple.

When providing feedback during such delicate times, consider these strategies: 1?? Choose the right time and setting 2?? Express concern before critique 3?? Use positive and supportive language 4?? Encourage two-way communication 5?? Offer solutions, not just problems 6?? Suggest resources for support Remember, feedback is not just about addressing issues; it's about building a culture of empathy and support. By recognizing the signs of burnout and approaching feedback with compassion, we contribute to a healthier, more resilient workplace.

Addressing the root cause of burnout is what I do with my company very regularly. It's easy for the coachee to feel helpless, overwhelmed and overworked. In truth, many organisations do overwork their employees and the burnout they feel as a result is quite logical. It also brings with it deep emotional feelings of shame which severely exacerbate the issue. In order to address the issue, the coachee needs to regain their sense of control, this can be achieved with reframing exercises and reprioritisation of actions. The second part of of addressing it is institutionally, the company they work for, if they hired you, have a responsibility to ensure coaching efficacy by providing resources to bring forward the results they want to create

Approaching feedback with a genuine commitment to understanding and alleviating the root causes of burnout not only fosters a more compassionate work environment but also facilitates sustainable solutions that contribute to the long-term well-being and effectiveness of the executive. Instead of merely addressing surface-level symptoms, it's essential to engage in a thoughtful exploration of the underlying factors contributing to burnout. This involves open and empathetic communication to uncover aspects such as overwhelming workloads, unrealistic expectations, or a lack of work-life balance. By acknowledging these root causes, feedback can be tailored to focus on strategic solutions and support mechanisms.

Self-care doesn’t have to be big to have a big impact. In fact, the best self-care comes in the small, consistent actions we take every day. For example, making a healthy and nutrient-rich meal is a form of self-care. Taking the time to feed your body with the right food has a huge impact. Establishing solid boundaries is a critical form of self-care. You don't need to be a part of every project or meeting; it's okay to say “no” sometimes. Turning off your phone before bedtime and perhaps flipping through a good book can be an excellent form of self-care. Anything that helps you disconnect from the daily grind can be a big benefit to your well-being. Even the smallest daily activities that reconnect you to yourself are self-care.

As part of the need for the coachee to re-prioritise, i.e. think about what their needs are, they will need also to stop compromising their basic requirements as a living being for a their job. This might sound counter-intuitive but at the end of the day, their internal and/or working environment is contributing to their deterioration and incurring costs to the company. It's in the organisation's incentive therefore to encourage dynamic R&R. Unfortunately once burnout sets in, the problem isn't just physical and it's your job as a coach to mentally guide the coachee out of the pit they might find themselves in. Connect them with their meaning and their values and pace them appropriately

What's working for you right now? What's not? I think there's too much focus on giving feedback for someone to use here. If you're experiencing burnout you don't need feedback, you need perspective.

Beware of Feedback Fatigue during Burnout: When a leader experiences burnout, feedback can be overwhelming and cause sensitivity levels to skyrocket. It's important to take note of the following examples of feedback fatigue: Feedback Paralysis: when leaders second-guess themselves, resulting in constant approval-seeking. Learned Helplessness: a sense of inadequacy that leads to a lack of motivation for change. Emotional Fatigue: a feeling of exhaustion and constant fatigue. Disengagement: a loss of confidence and incompetence. Disinterest: not interested in any development. Being mindful of these warning signs and taking measures prevents feedback fatigue, especially during burnout.