Chris Collins argues that burnout claims often deflect responsibility. Leaders must either recommit to their goals or recalibrate what they're getting in return for their work, using COVID-19 and the Volkswagen diesel scandal as examples.
If.
If I'm saying that I need work, life, balance, or I'm burning out, in a sense, I'm deflecting responsibility.
Oh, that's interesting way to put it.
So who's in control?
We are.
Okay, so if I'm in control.
Then if I'm putting myself in a situation that's overwhelming me, then I need to back off of the situation. But also I need to learn that if I.
Am in a situation that I would back off of, then my goal isn't big enough or I'm not committed enough to the goal. Right. It goes hand in hand. So if you. If somebody is dying of starvation and they need food and they'll, you know, dig through a wall to get to food.
They'Re not really. They're not really thinking about their fingernails or, you know, whatever it is. They just want to accomplish the mission because they. They want it so bad. So if you're burnt out going after a goal that you don't care about, whose fault is that?
Yeah, it's mine. Yeah.
And so I think it kind of deflects responsibility in a sense that, listen, I'm not. I'm not a victim. If I either need to get more fired up about what it is I'm doing to the point where I'll dig through a wall to get there, or I need to recalculate my kind of. My exchange of value. Right. Because it's just an exchange of energy.
Yeah.
That's what you're doing. You're your expertise. Your energy is what you're giving. And so I just think fundamentally the expectations are wrong. So, like we were talking about. About the building here. Like, my expectations going in were that it was going to be harder than I thought.
Yeah, for sure.
And I think we talked about it.
Right.
Didn't. Do you remember me kind of telling everybody, like, hey, we're going into a new thing. Here we go. You know, we have to be on it because there's gonna be some variables, that sort of thing.
And then when it's worse than what you expect, you're kind of like, okay, well, this is funny. This will be a good story later on. But it doesn't change the fact that we have to, you know, we're on a mission to launch this thing, and this thing's gonna make the world a better place.
Yeah.
And so we're not going to stop. And so me being burnt out would imply that I can't take a day off or I can't. We can't find better people or Hire. You know what I mean? Like, it's. There's. There's a huge list of things that we could do if we felt like we were in a corner, which we're pretty good at, I think. Like, even, for example, I remember you and I and Patricia sitting down when. When Covid happened.
Yep.
And everybody was furloughing. Right. Like, everybody was laying people off and panicking, and we were just kind of like, well, I don't know, why don't we just kind of wait a couple weeks and, you know, not panic and let's just kind of see what. What happens.
Right? Yeah. Because the world wasn't going to end. Right. Like those. No.
And it's always very interesting to watch people panic.
Yeah. Yeah. I think that the COVID thing for our company was. That's probably one of my proudest moments that I think we've had is the way that we handled that adversity.
I remember when Volkswagen had that diesel recall where they were. I had two dealers call me on my cell phone saying that they were going to give their franchises back.
Yeah.
Like nuts. And I said at the time, I go, I would just wait. This is going to pass. It's still a great brand. And.
Right.
Whatever. Right. And so I think that the idea of burnout is.
A lot of times maybe you're looking for attention or you're looking for somebody to feel bad for you, and you're not. You're not owning the responsibility of it. Like.
Yeah.
Be more effective.
So that's. I did write that down. It's funny how when we do these lists, there's something. The way that you see stuff and the way that I see stuff sometimes are very different, but we're headed to the same place. I wrote down that you always have to be a rebel with a cause.
What do you mean?
That there's always got to be a thing. There's always a reason why we're doing the thing. Right. So leadership is because we're trying to make the world a better place that never changes.
You mean not following everybody? Not following the norm. Average.
So however everybody else has done it is irrelevant.
Work, life, balance.
Yeah.
My wife says I'm not home enough.
Yeah. And the truth is, is that I think that you kind of said it, too, is like, when we start to deviate from what the expectation is, it just means we got to put in more energy to get to work, back to where we're supposed to go.
Thanks so much for watching this clip.
Of Service Driving Revolution.
We're uploading new stuff every day, so make sure you subscribe and click the bell icon icon so you don't miss out. If you have a question you'd like us to answer on the show, call 8333 Ask SDR and we'll answer your question on the show. That's 8333 Ask SDR. For special deals on our books and training, head over to offers.chriscollinsinc.com now it's offers.chriscollinsInc.com I'm Chris Collins, and I'll see.
You in the next video.
Sa.
