Case study: getting out of burnout
The case that we present to you is that of Myriam 27 years old, very committed to her work, very demanding of responsibilities, very appreciated.
His superior, Edouard, has just given him a new responsibility. But despite everything, Myriam feels frustrated and still focused on a new stage in her career; paradoxically, she doubts and plans to leave because she no longer recognizes herself in the company's values.
A recent speech by the CEO questions him about the interest of being so invested. At the same time, the colleague she supervises feels infantilized. Edourd notices her hyperactivity, worries about it and asks her to take a step back; he wants to avoid overheating; his request seems incongruous to Myriam.
It was at this time that the company's HRD contacted Lact.
Our analysis of the situation
Myriam has a strong need for personal surpassing; his goal is always
beyond what she does. She is in a permanent exploit, expresses frustrations and
rises to all challenges. She constantly challenges herself and always asks for
new responsibilities.
In a logic of control, it anticipates and intervenes as soon as an opportunity arises.
present. She is in relational conflict with her teams. When she delegates, she
take care to give everything to his collaborators.
His managerial action is made up of control down to the smallest detail of everything that happens.
made in his team.
In fact, she is in a trap, that of proving herself that she has value but she surrenders
realize that this situation creates doubt in itself.
She is afraid and acts, instead does in the hope of gaining more value but runs into
his doubts and becomes exhausted.
Edouard helps to entrench this situation; he is in a logic of avoidance,
does not mention his difficulties in front of the HR department because he does not want to come into conflict with
Myriam that he wants to keep. He satisfies her demands, he listens to her complaint, tries to
reason......
Our intervention system
Our operative diagnosis led us to act with Myriam, very mobilized,
but also with Edouard.
We proceeded to a restitution of our interviews with the HRD and formulated
recommendations for targeted actions.
We organized 5 sessions for Myriam and 2 for Edouard.
Our strategy
With Edward
We have explained the objective of improving Myriam's managerial action in
asking to spend less time listening to him, for example on the pretext of
emergencies (benevolent sabotage); we encouraged him to observe Myriam and to dare to tell her
what is wrong.
With Miriam
We reframed his ambition by helping him to understand and accept the idea that we
does not capitalize on exploits and that it is useful to concentrate, as do the
high-level athletes, on its own limits.
We also reframed "the urgency to act" and insisted on the fact that it is better
do better than more. And we have brought out a demand for investment more
quality in his work.
We also helped solve his delegation problems by encouraging him to help his
employees to do rather than correcting them or doing in their place.
The effects obtained
Myriam is now at peace; she no longer plans to change jobs. She acquired
greater authority and maintains better relations with those around him.
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