Why do the same adverse conditions cause some to come close to burnout while others are just fine and even grow from them?
For a number of years now, resilience has been handled as the key answer. The term has become a buzzword and researchers have identified a myriad of factors and competencies for resilience.
To make the concept of resilience usable in everyday life, I evaluated 15 years of my own work with executives and five years of coaching individuals affected by burnout. The result:
The vast majority of individuals affected by burnout are equally intelligent, experienced, disciplined and – up to their crisis – able to work under pressure as resilient leaders. The difference between those who are near burnout and those who thrive are that resilient leaders:
- are aware of their own needs and emotions
- accept their own weaknesses and imperfections
- assume responsibility not just for projects and results, but for their own actions, thoughts and feelings
- are convinced of their ability to have impact – alone or with the help of others
- cultivate authentic relationships – and draw on them
- experience meaning – know why they do what they do
These capabilities can be developed and lead to improved inner strength – for health, satisfaction and impact.