The “candidates” for burnout are generally:
- guided by high ideals; they seek in their behavior to “reach the horizon”
- mostly unaware of their own limitations
- prone to manufacturing disillusions as we have seen in the case of Delphine and one day, they say to themselves that nothing makes sense anymore, lose the desire, the desire to go to work and find themselves at the doctor or even in the hospital.
The entourage, which is very important to take into consideration in the process, tends to:
- tell yourself that an employee who returns from a burnout is fragile and therefore tends to adopt too radical solutions (transfer, release from all responsibilities) sometimes at the request of the person concerned. It can nevertheless find itself very quickly cramped and develop symptoms similar to those of burnout when it is not so.
- to think that he represents a threat, in particular for the managers who then want to protect themselves
- or to overprotect it, thus weakening it even more.
In general, we advise companies, rather than resorting to radical solutions, to provide “gentle and benevolent” support for the return of a burnout.
If the employee does not want support because he cannot be mobilized, we offer support either from the manager, the closest colleagues or the occupational doctor.
