Coaching practices for How to Cope with Burnout at Work

Describe almost anything you are working through and IX Coach finds the practices whose real-world fit is closest. For How to Cope with Burnout at Work, these are the strongest matches in the current practice library.

Does this sound like the set of challenges you might be facing?

• I burn enormous energy trying to fix things that aren’t mine to fix, and then go quiet and just stew over the things I actually could do something about
• Carrying everyone else’s anxiety and conflict has hollowed me out
• After I’ve blown a deadline I lash myself with guilt and try to make up for it with a brutal all-nighter, which wrecks me so badly that I just crash and avoid everything again
• I act like every single thing has to be done by me, and I’m drowning
• I push flat-out all day with no real breaks, treating rest like something I have to earn after the work is done

Practices that may help

1. Match coping mode to what is actually controllable
   Use problem-focused coping when you can change the situation; emotion-focused coping when you cannot.
   Stress Inoculation Training
2. Build sanctuaries for renewal outside the system
   Maintain relationships and practices outside the organizational system that restore perspective and capacity.
   Adaptive Leadership, Made Practical
3. Use guilt-free play to recover rather than double down
   When avoidance happens, recover with genuine rest — not punitive extra work.
   The Now Habit, Made Practical
4. Outsource or delegate to keep a burner lit without your direct fuel
   Find ways to maintain a domain’s floor through systems, others, or automation rather than your direct effort.
   Four Burners Theory: Making Peace With Trade-Offs
5. Oscillate between effort and recovery
   Pulse hard work with real recovery instead of grinding in a flat line.
   The Power of Full Engagement, Made Practical
6. Name which burners are actually on
   Honestly assess how much fuel each of the four domains is receiving right now.
   Four Burners Theory: Making Peace With Trade-Offs
7. Recover intrinsic interest after it has been crowded out
   Intrinsic interest that has been undermined can often be partially recovered by removing the reward and reconnecting to original reasons.
   The Overjustification Effect: When Rewards Kill Motivation
8. Name frustrations without shame
   Frustrations are not weaknesses — they’re a mismatch signal that the team can act on.
   The 6 Types of Working Genius (Patrick Lencioni)
9. Build energy rituals that automate oscillation
   Small, precise routines at transition points remove the decision cost of shifting between engagement and recovery.
   The Energy Audit
10. Apply three good things to work contexts specifically
    Use the exercise to rewire what you notice about your work day — contribution, competence, and collaboration.
    Three Good Things: The Evidence-Based Gratitude Practice

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