Entrepreneurial Burnout

It’s serious business and can send yours up in flames. What are the signs and what can you do to set things back on track?

Entrepreneur fatigue is one of the biggest medical concerns today.”

This observation from Tony DiSilvestro is rooted in two aspects of the current state of entrepreneurism: More people than ever are going into business for themselves, and the pressure on entrepreneurs is higher than ever.

DiSilvestro is a business mentor who coaches entrepreneurs all over the world, with a particular focus on scaling up growing enterprises (which is where he observes the highest incidence of entrepreneurial burnout). He is also a writer and award-winning entrepreneur who has launched more than 30 businesses himself.

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“Entrepreneur fatigue is extremely prevalent, but it’s not talked about,” he continued. “It can be the loneliest profession in the world because entrepreneurs don’t have anyone to talk to. We’re supposed to be innovators, risk-takers, hard-shelled individuals who don’t look for help.”

Yet the consequences can be severe, professionally and personally. Fatigue frequently descends into serious burnout, depression and anxiety; in turn, these negatively impact decision-making, employee management, and the optimism that is inherently necessary for running and growing a business. In a worst-case scenario, this can cost people their businesses and their dreams.

On the personal side, DiSilvestro noted, “It can cause a lot of stress in your family life. Divorce is a huge problem in entrepreneurship. Life balance is incredibly important in business.”

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While the symptoms of entrepreneurial fatigue and burnout may seem obvious from the outside, they are not always easily recognizable in the never-ending heat of the moment. So, what are some objective, measurable ways to identify the problem?

One key factor cited by DiSilvestro is that “employees don’t want to work with you. When employee turnover goes up, it’s a clear sign that you as a leader are not inspiring your company anymore.”

Flatlining growth of the business is another potential indicator. When this occurs, entrepreneurs should take a good look at how much responsibility they are placing on their own shoulders, and where they can delegate some of the work.

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“We grow through our employees,” he noted. “That’s how we develop our businesses. Trust your systems and trust other people.”

Another aspect of the issue that DiSilvestro cited is that the reason many people decide to start a business in the first place is because they are tired of corporate structure, tired of working the standard 9 to 5 and want to make their own schedules. Unfortunately, they don’t realize just how full those schedules will be and how much responsibility and work go into being successful.

“There’s a big difference between being a business owner and an entrepreneur,” he pointed out.

DiSilvestro had several suggestions for dealing with entrepreneurial fatigue. Not surprisingly, it begins with recognizing the problem in the first place.

“Don’t be afraid to acknowledge issues,” he urged. “In business, it’s important to reset your brain every day.”

Self-care is a critical early step.

“Exercise, change your diet. Take care of yourself physically and mentally,” he advised.

More deeply, DiSilvestro encouraged entrepreneurs to look inside and look back.

“Why did you go into business in the first place?” he asked rhetorically. “It’s because you’re an innovative person, so surround yourself with other like-minded people. Don’t feel like you’re an island. Get out of the box. I love going to conventions because that’s where I meet people like myself.”

While DiSilvestro acknowledged that the desire to do things one’s own way, to be in control and to be the leader are what drives many entrepreneurs and are indeed part of what it takes to be successful, he cautioned that these same tendencies can be at the heart of causing fatigue and burnout.

“You have to be willing to ask for help,” he stated firmly. “You have to remember that we’re not alone.”


Keith Twitchell spent 16 years running his own business before becoming president of the Committee for a Better New Orleans. He has observed, supported and participated in entrepreneurial ventures at the street, neighborhood, nonprofit, micro- and macro-business levels.

 

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