Training Industry Quarterly - Summer 2012 - (Page 29)
Organizational Burnout: How Training Can Help
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he average CEO in the U.S. stays in his or her position for six years, and this time in office is shrinking. Despite being talented, bright, motivated and strategic, many CEOs are unable to sustain their positions as the demands of growing a company outstrips the capacities of the companies into which they are hired. Although boards often find CEOs “incapable” in these positions, it is often not the CEO’s strategy that is not working, but the people executing that strategy who are unable to. One of the frequently overlooked reasons for suboptimal execution of the strategy is employee burnout.
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your organization so that both you and your CEO are aligned in the company mission. Helping CEOs understand the connection between their strategies and inefficient execution by a burned out workforce is the first step. What is Burnout? Burnout is a result of a mismatch between workplace demands and personal capacity to respond to those demands. It is not a matter of personal weakness, but more akin to “improper strength training” or “poor climatic conditions” that compromise performance. It is characterized by three
One Of the frequently OverlOOked reasOns fOr subOptimal executiOn Of the strategy is emplOyee burnOut
To help CEOs execute on their strategies, training professionals can work with them right from the start to reduce employee burnout. In this article we explore how to build a training system for burnout within
Training Industry Quarterly, Summer 2012 / A Training Industry, Inc. ezine / www.trainingindustry.com/TIQ
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