"After a recent team meeting, one of my clients made a pointed observation. Marian, a senior executive at a private research university, joked that just locking eyes with her boss was enough to get a new assignment. Beneath the humor, though, was real frustration. Her boss kept singling her out for extra work-not because her peers weren't capable, but because Marian was known for getting things done. That reliability was now pushing her toward burnout."
"Marian, a senior executive at a private research university, joked that just locking eyes with her boss was enough to get a new assignment. Beneath the humor, though, was real frustration. Her boss kept singling her out for extra work-not because her peers weren't capable, but because Marian was known for getting things done. That reliability was now pushing her toward burnout."
Marian is a senior executive at a private research university who receives frequent extra assignments from her boss. Colleagues are capable, but the boss relies on Marian because she consistently completes work. Marian's joke about locking eyes to get a new task masked real frustration about being singled out. The pattern of being the go-to person has increased her workload and stress. Consistent reliability without equitable distribution of responsibilities has created a pathway toward burnout. The situation highlights the risks of over-relying on dependable employees and the need to rebalance assignments to protect well-being.
Read at Harvard Business Review
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