Christopher J. Colombo MD, CEC, CMC, CPP Introduction Burnout rarely announces itself with collapse. Most of the time, it arrives quietly—through gradually diminishing impact. Patience thins, and time isn’t spent on the investment in curiosity and connection. Imagination contracts, and robust interactions to spur innovation are no longer sought. Fewer questions get asked. Fewer risks...
Category Archives: Leadership
Burnout Is a Wastebasket Term — and That’s Why We Keep Treating It Wrong
Christopher J. Colombo MD, CEC, CMC, CPP Simplicity Is Seductive — and Dangerous “I’m burned out.” That sentence has become professional shorthand—an all-purpose signal for exhaustion, frustration, disillusionment, or quiet despair. It lands with emotional force and usually earns immediate empathy. And because it sounds definitive, we tend to treat it that way: problem named, response deployed....
The fundamental attribution error and the antidote
Paul M. Michaud MD, CPE Too often, we attribute other people’s poor behavior to their character, while attributing our poor behavior to external/situational factors. Reference previous link language here. Hanlon’s razor: “Never attribute to malice that which is adequately explained by ______.” While it is possible that the behavior you are observing is, in fact,...
If a person explodes with anger at you, remember this…
“Everyone is caught up in a chain of events that long predates the present moment. Our anger often stems from problems in our childhood, from the problems of our parents which stem from their own childhood, on and on. Our anger also has roots in the many interactions with others, the accumulated disappointments and heartaches...
“You can’t become what you need to be by remaining what you are.”
Image credit: Hope for the Flowers, Trina Paulis “Pure hell forces action, but anything less can be endured with enough clever rationalization.” ~Tim Ferriss
Running Without a Map: Why Change Needs More Than Good Intentions
Christopher J. Colombo MD, CEC, CMC, CPP Introduction Feedback is a mirror. Over the past two posts, we’ve looked at two ways leaders stumble with feedback: ignoring it altogether (Ignoring the Mirror) and overreacting to every reflection (Trapped in the Mirrors). Both leave you stuck. But there’s a third trap, and it’s sneakier because it...
The most important thing is…
The imperfect process of habit development
“Too often, we fall into an all-or-nothing cycle with our habits… The problem is not slipping up; the problem is thinking that if you can’t do something perfectly, then you shouldn’t do it at all.” ~James Clear
“The cave you fear to enter …”
“The cave you fear to enter holds the treasure you seek.” ~Joseph Campbell
Trapped in the Mirrors: Why Leaders Can’t Please Everyone
Christopher J. Colombo MD, CEC, CMC, CPP Introduction Feedback is a mirror. Last time, we talked about what happens when you refuse to look—the cost of ignoring feedback that is valid, actionable, and desirable. But that was a single source of feedback, or multiple sources showing the same reflection. Another trap emerges from multiple mirrors...