_'---_L_e_S_'_ie_W_"_B_r_a_k_S_i_C_k_,_P_h_"_'D_"_

WHEN WORKDOESN'T WORK ANYMOREHow to cope with the stresses of the executive workload

O thepast 20ve ryears,I

have worked with hundredsof executives who at somepoint confided, ''I'm not surethis is really what I want to bedoing anymore," "It's gettingharder to gear up for travel,"or "I just don't feel as sharpas I once was."

And these statementsusually are followed by: "Isit me?"

Well, yes - it is you. Andme. And each of us at some

point in ourcareers, if we arereally honest andself-aware. Sowhere does thatleave you? Quityour job? Changecareers? Move tothe monastery inTahiti?

Instead, beginby exploringthe root of yourdiscontent; whatis causing you toreally feel as youdo, and what areyour options tochange that?

Is the pace andintensity toomuch? It's notunusual for an

executive to feel like "enoughis enough" and desire morefree time where there isnot 2417 accountability andpressure.

Does managing no longermotivate you? Leadingothers can be exhaustingand distance you from whatmost excites you about thecompany or industry. Someexecutives realize they'drather advise or do somethingother than the day-to-dayrunning of the business.

6 Smart Business Pittsburgh INovember 2011

Has there been a changein your company? Has thecomposition of your board,leadership team, companyownership, brand positioningor core values left youless enthusiastic or feelingdisconnected from thecompany you once loved tolead?

Do you simply feelunderappreciated, unfairlycompensated or underchallenged?

You didn't just wake upsuddenly feeling miserableabout work. Your discontenthas come on gradually andis more like an abrasionthat doesn't heal. Leftuntreated, the abrasion canbecome infected or maybe italready has. Remember thatinfections, untreated, oftenfeel like general malaise.

So what can you do aboutit?

Find the quiet time to getaway and have a candidconversation with yourself.Write out a "what bugs me"list about your work life. Behonest. It is most importantthat you discover whatproblem you are trying tosolve.

Note the things on therethat you influence directly orindirectly. Most executivesare humbled when they aretruly honest about how muchthey do or could influenceabout their work life andpossibilities.

Jot down options givenwhat you know. Do you needto designate "no meetingdays" or "no travel days"?

Do you need more frequentor less frequent contactwith your board chair? Isyour current organizationalstructure enabling you to befully leveraged? Considerwhat would address thefrustrations on your "whatbugs me list."

Have conversations with theappropriate people to exploreoptions. Gently explore withtheir confidential assurance,options to the "issues" thatyou are considering - orthat they may suggest thatyou have not thought about.Talking with those who havea shared accountability forthe company's success isan important step towardaddressing the issues youhave noted.

Ignoring your "infection" orleaving it untreated will notproduce a miracle cure, buttaking positive actions thatacknowledge and act on yourdiscontent can.

The best gift you cangive yourself is intellectualhonesty regarding thesources of your frustration!weakened passion and theoptions you have available.Once you understand thesource of the problem, youcan take steps to makenecessary changes.

You owe this to yourcompany, colleagues andshareholders who rely onyou to lead with passion andcommitment every single day.But most of all, you owe itto yourself. Doing nothing isdoing something. Take action.You'll be glad you did. «

LESLIE W. BRAKSICK is co-founder of CLG Inc. (wwwclgcom), author 01 "Preparing CEOsfor Success What I Wish I Knew" (2010) and "Unlock Behavior, Unleash Profits" (2000, 2007).Braksick and her CLG colleagues work with leaders at all levels to maximize performance in keyareas and to help executives do the right things to eliminate regrettable losses. Reach Braksick atIbraksick@clg.com or at (412) 269-7240.