Supervision following burnout crises: Ways of intervening in the workplace

During my time in a managerial role within the social sector, I have often witnessed just how much uncertainty there is in the workplace when colleagues return to work following a burnout crisis. And this uncertainty - on both sides - does not necessarily make the return to work an easy one. For those affected, burnout ultimately amounts to 'personal change management'. In workplace practice, this is often not really appreciated; rather, it is expected that, once they have returned to work, things will simply carry on as before. Yet a sensitive and empathetic approach is needed, for an expert such as Hilarion Petzold puts it quite clearly: Even if a person's personal situation improves following a burnout crisis, they can no longer return to their original level of competence, because their personality has been altered by prolonged stress. He refers to this as 'professional deformation'. Precisely because the pressure to perform is constantly increasing in today's globalised world, taking personal responsibility for one's own well-being is essential. We only live once!