ABSTRACT
For practical purposes, the authors consider burnout the opposite of engagement, and discuss as its cause various personal, personality-centered, organizational, and work environment factors. Many actions the authors present throughout the book as ways to drive engagement are revisited here as ways to address those factors, for example, building a climate of trust and empowerment as a way to address an unjust or unfair work environment. Early warning signs and symptoms of burnout are described and how to prevent burnout is discussed, including the need for managers to help their employee learn how to detach appropriately and become more mindful.
