Management: preventing burnout and strengthening your posture

Can you introduce yourself and tell us about your business today?

I'm a trainer and coach of managers, having spent more than 25 years in business, including more than 14 years managing teams of up to 50 people, in demanding environments at the heart of managerial issues and social relations. In the course of my career, I've observed, and sometimes experienced at close hand, the extent to which certain environments can undermine employees who are nevertheless highly committed and invested. That's what led me to specialise in coaching managers, with a very practical approach rooted in the field, both in training and in individual coaching (mentoring, posture, career development, etc.). I work in particular on the fundamentals of management, managerial posture, time management and interpersonal communication, but also on highly topical subjects such as understanding the new generations and preventing psychosocial risks. My aim is to give managers clear reference points and directly applicable tools, and above all to help them take a step back from their role, so that they can be effective... without burning out.

What are the signs that a manager is starting to burn out at work?

Contrary to popular belief, exhaustion is not always immediately apparent.
The first signals are often discreet, and that's what it's all about:

• a gradual loss of energy,
• less impetus or motivation,
• a growing weariness.

These are micro-changes. The manager continues to deliver, remaining present and involved... but without the pleasure.
Then other signals appear:

• a tendency to absorb everything (tensions, emotions, problems),
• difficulty setting limits and listening to themselves,
• a mental burden that never goes away, with difficulties in recovering.

And often the feeling that you have to “hold on”, whatever the cost.
This is precisely where the risk increases: when everything still seems to be working... but the energy just isn't there.

Why does managerial attitude play a key role in improving well-being in the workplace?

The managerial stance is central, because it determines both our relationship with others... and our relationship with ourselves.

A manager who does not dare to set a clear framework, say no or reframe a situation will often compensate in other ways:

• by doing more,
• by absorbing more,
• avoiding tension.

In the medium term, this leads to fatigue, frustration and sometimes a loss of legitimacy.
Conversely, an adjusted and assertive stance helps to create a healthier, clearer and, above all, more sustainable environment, both for the manager and for the team. It also helps to establish a climate of trust and a secure framework.

What are the most common mistakes made by managers in tense situations?

The mistakes I see most often are those that gradually build up tension:

• Wanting to be too available
  The manager becomes the point of entry for everything, with no filter, and no longer allows his or her team to take responsibility.
• Avoid uncomfortable subjects
  Not reframing, not saying things for fear of creating conflict.
• Confusing benevolence with the absence of a framework
  But setting clear expectations is precisely a form of respect.

When tension has already set in, other reactions appear:

• Close up... or overcompensate
  Some become more avoidant, others more controlling or directive.
• No longer playing its regulatory role
  The manager no longer acts as a “buffer” and lets the pressure shift to the team.
• Reacting on the fly
  Lack of perspective, less adjusted communication, impulsive responses.
• Not listening to yourself
  Ignoring signals that are very present: tiredness, irritability, loss of momentum...
  The body often sends out alerts long before exhaustion becomes visible.

These reactions are human, but if they become entrenched, they undermine both the manager and his or her team.

What specific levers do you recommend to restore energy and focus to management?

There is no miracle solution, but there are several very practical levers:

• Setting a clear framework

Clarify what is expected, what is not, and what is no longer acceptable. This can also be developed jointly with the team.

• Learning to say no
  Without guilt, by explaining and assuming your role.
• Breaking out of over-adaptation
  Not everything depends on the manager, and not everything has to be carried alone.
• Agreeing to adjust your posture
  You don't need to be a “perfect” manager, but a clear-sighted, fair, exemplary and aligned manager.
• S(re)connecting to your own signals
  Fatigue, irritability, loss of momentum... these are useful indicators, not weaknesses. Set aside time to recharge your batteries on a regular basis.

Effective management is above all management that lasts, without damaging itself... or its teams.