Lessons for CEOs

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Why You Want Your Employees to Take Vacation

Many people refer to the third Monday of January as Blue Monday – the most depressing day of the year. The holidays are over, the weather is cold and drab and there is less sunlight.

If you’ve made some typical resolutions for the new year, you may have given up foods you love, or alcohol for the month. Rather than cheery holiday cards that arrived in your mailbox in December, now the mail just brings bills from purchases you made this past month.

Here’s my prescription for battling Blue Monday. Plan a vacation. Not only will it give you something to look forward to, taking time off is good for your health and your productivity. And encourage your employee to take time off as well.

While many Americans leave vacation days unused every year, according to a survey done by Glassdoor, a career website, 15 percent of U.S. employees did not use any in 2013.

And they even brag about it, believing they are more productive and proving themselves more dedicated and valuable than their co-workers. They may believe it helps ensure job security.

But studies have shown that not using all of your vacation is actually hazardous to your health. The Framington Heart Study found that taking vacation increases your longevity and decreases your changes of dying from a heart-related cause.

And taking a vacation can actually make your more productive. In an interview with ABC News, Francine Lederer, a clinical psychologist in Los Angeles said, “The impact that taking a vacation has on one’s mental health is profound. Most people have better life perspective and are more motivated to achieve their goals after a vacation, even if it is a 24-hour time-out.”

Recognizing the importance of time off, many companies have taken unique approaches to make sure their employees refresh themselves.

Rather than mandate a maximum number of vacation days, HubSpot instituted a minimum number. Every employee has to take two weeks off every year. The Motley Fool awards the Fool’s Errand prize to one lucky employee. The company draws a name of an employee who has been with the company at least a year. The lucky winner gets $1,000 and two weeks off, must leave immediately and have no contact with the office. And if you work for FullContact, you receive $7,500 to finance a vacation.

Evernote began offering unlimited paid vacation. But some employees were confused and thought that meant they shouldn’t take any vacation. So the company offered each employee $1,000 to get away, and “come back with a stretched-out mind,” said Phil Libin, chief executive, as quoted in an article in the Wall Street Journal.

There is another excellent reason to encourage a two-week vacation. As the Turnaround Authority, I always recommend that banks and financial institutions require the CFO to take two consecutive weeks off to detect and prevent fraud.

As I write in my book, “How Not to Hire a Guy Like Me: Lessons Learned from CEO’s Mistakes,” during his absence, do his job. Sit at his desk. Open his mail. Review all of the deposits. Talk to his secretary or assistant. Just see what happens. This method has long been highly successful for CFOs, and banks have used this same technique for ages. If you don’t find anything unusual, that’s wonderful. Unfortunately, though, you might uncover a detail worth noticing.”Having another set of eyes review transactions can uncover fraud and some misdemeanors.

Taking time off is good for your health, your productivity and your outlook, and that of your employees. It’s also an opportunity for you to spot potential fraud.

So rather than dwell on the dreary days of January, plan a getaway. Even if it’s just a weekend away, you’ll feel refreshed. And Blue Monday will be just another day.

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To Catch Fraud, Just Do the Math

Numbers play a large role in my career as a turnaround authority. When I am trying to save a company from financial ruin, I spend a lot of time looking at the books. All those hours I spent in math class have paid off.

My favorite use of math is uncovering fraud, which costs this country an estimated $300 billion a year. So a recent article about fraud in WSJ caught my eye — “Accountants Increasingly Use Data Analysis to Catch Fraud.”

Seems that auditors at KPMG discovered that the numbers at a national call center weren’t adding up. The operators there each issued more than 10,000 refunds a year and were authorized to issue checks for up to $50.

The firm decided to analyze some data and applied something called Benford’s Law. When they did so, they determined there were too many fours in the refund checks. So what is Benford’s Law and what’s wrong with the number 4?

Also called the First-Digit Law, it refers to the frequency of digits appearing first in a list of numbers. It seems that the number one occurs first 30 percent of the time, with each successive number occurring less and less. The number 9 appears first less than 5% of the time.

This holds true whether you’re talking about street addresses or stock prices. That’s probably why we are advised not to start a passcode with the number 1.

The phenomenon was first mentioned by the American astronomer Simon Newcomb in 1881. Then physicist Frank Benford ran all sorts of data that included things like the surface area of 335 rivers, sizes of U.S. populations and numbers listed in an issue of Reader’s Digest. He found the phenomenon to hold true in a variety of situations. The law was then named after him.

So the accountants applied Benford’s Law, and took a look at the first number of the refunds issued by the operators. When they hit the number four they saw a huge spike in the number of refunds. Can you guess what was happening?

Turns out some of these operators, less than a dozen, were issuing fraudulent refunds at the $40 level, knowing they wouldn’t be checked.

These refunds totaled several hundred thousand dollars. And the only way they were caught was by applying Benford’s Law.

Whenever there is a set limit like this, I always encourage people to ask their auditors to look below it.

I tell the story in my book, “How Not to Hire a Guy Like Me: Lessons Learned from CEO’s Mistakes” of a CFO at a manufacturing company in Wilmington, DE. He knew the level at which auditors would review expense reports was $5,000. So what did he do? He wrote himself lots of checks in the mid-$4,000 range.

Part of my review process at a company that is losing money is to look at expense reports at the senior level. I became really suspicious when this CFO dragged his feet in getting me the information I requested. I learned why when I found $180,000 of recent fraud.

Here’s a tip I offer anyone looking for fraud in a business. If you have any type levels set up like this, make sure you or your auditors are sampling below the limit of that transaction to make sure you are not getting defrauded. That seems to be a sweet spot for those committing fraud. And you may want to add Benford’s Law to your fraud detection toolbox.

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How Do You Define Success?

When I interview with the owners and board of directors of a company that is considering hiring me, I am sometimes asked about my batting record. I generally state that I bat over 800, which by baseball standards means I qualify for the Hall of Fame.

By the time I am called in, a company is generally in dire straits. I deal with many unfortunate situations. Companies are on the verge of failing, they have had several rounds of layoffs, shareholder value is in decline, and creditors may be banging on the door. There are also often many personal issues of the CEOs pertaining to personal guarantees, side collateral, impending divorces or medical issues.

So what would success look like? Success needs to be defined by the goals of the owners and board of directors, as it is their business and their lives that are involved. Success may be to structure a successful liquidation or sale of a business. Success may be defined by negotiating with the bank to release or lower a personal exposure on a guarantee. Success may be to downsize, invest all of the family’s capital into a re-engineered business, and refinance with another capital source.

Success may also be defined as filing for bankruptcy and working with creditors in a structured Plan of Reorganization that is fair for all of the parties. Or a CEO may just want out and say, “Here are the keys, Lee. I just want to get off the merry-go-round and save my marriage and keep my family together.”

It’s my job in those initial meetings to determine what their definition of success is and work towards that goal.

I recently spoke to a group of turnaround professionals and was asked a few questions that had me thinking about this idea of the definition of success. The first was why was one business where I was Chief Restructuring Office liquidated?

The short answer is that sometimes liquidation is the meaning of success for that particular company. Other times it’s the only option available. And in some circumstances, the owners or board of directors chose not to follow my recommendation and the company had to be liquidated. Those are the most heart breaking for me as I feel that had my recommendations been followed, we could have saved the company.

I was also asked about some of my “failed” turnarounds. Again, it may have been too late, my recommendations perhaps weren’t followed or maybe some strategies didn’t work. Turnarounds are complicated and difficult by definition and morph constantly throughout the process.

No one in this industry can claim a 100 percent success rate and I am proud of my record. Do I wish I could save every single company I work with? Of course, and I always act as if the company were my own and try everything in my power to meet the definition of success as defined by the owners and board of directors.

Even if a company being liquidated is the best-case scenario is a given situation, it’s still tough for the owners. So the next time you know of someone that has lost a business, gone bankrupt or been downsized, be sensitive to that person’s situation. They need the support of their friends, and sometimes counseling and medication to get through a rough spot in their life.

And ask yourself, what would you do when faced with a tough decision? How would you define success?

As the saying goes, “Beauty is in the eye of the beholder.” The same can be said of the meaning of success.

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How to Hire Beam Holders

This is part two of a two-part series on beam holders. Read on to find out what that is, and how you can find them.

In my last column, I wrote about the value of beam holders to your business. In the words of Sharon Sloane, chief executive of Will Interactive, a company that makes training videos, a beam holder is “Someone who feels personally responsible for the welfare and growth of the company and will do whatever it takes.”

I refer to these folks as Super Stars in Game Breaking Positions. These are the people you want working for your company at any time, and especially when your business is in dire straits.

So how do you find them? For higher-level positions, I recommend spending the money for a search firm. While you may need to shell out big bucks, it’s a wise investment in your business to find the right person. Particularly if you are in a hurry to fill a position. Please read more about it in my column, “How to Search for Superstars.”

If you have adequate time to fill a position and want to hire someone yourself, determine what attributes you would like in that person and set those as criteria for hiring.

Here are examples of criteria others look for. An article I read on http://www.fastcompany.com, “The Top 5 Traits All Top Performers Share” by Morton Mandel and John Bryne listed these five traits:

  1. Intellectual firepower
  2. Values
  3. Passion
  4. Work ethic
  5. Experience

Another article in http://www.tlnt.com, “The Five Attributes of High-Performing Employees” by Laura Stack, mentions these:

  1. Looks good on paper
  2. Has a Yoda attitude, personified by the saying, “Do. Or do not. There is no try.”
  3. Has sharp, well-defined goals
  4. Ambitious
  5. Has excellent time-management skills

And yet another article on entrepreneur.com, “5 Attributes to Look for in High-Performing Employees,” by Ryan Caldbeck, lists these five:

  1. Horsepower (intelligence)
  2. Ownership and pride
  3. Work Ethic
  4. Integrity
  5. Teamwork

I wouldn’t argue with any of these qualities. These are all excellent traits to look for in an employee. And despite all these articles, you don’t have to stick with just five. Select which qualities are most important to you and look for those when hiring. That should lead to you building an A team of beam holders and super starts.

Let’s say your business is going along just fine and you don’t have any available positions. I recommend you always keep your eyes and ears open for the next beam holder. If someone you meet at a party or networking event particularly impresses you, get his or her business card and file it away for when you do need someone. You always want to keep your A team well staffed.

And one last point. Once you hire these people, you need to compensate them well to ensure they will stick around. Always keep them ahead of the curve on compensation. You aren’t the only one always on the hunt for beam holders.

 

 

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Why You Want Beam Holders in Your Business

This is part one of a two-part series on beam holders. Read on to find out what that is, and how you can find them.

I love it when I come across a new phrase in business. Especially one that describes someone or something that I encounter frequently and can then use myself.

I recently came across such a useful phrase as I was reading an interview with Sharon Sloane, chief executive of Will Interactive, a company that makes training videos.

Her interview was in Corner Office, the weekly NYT column by Adam Bryant. He asked her what she looks for when she hires people.

She responded that she looks for “beam holders.” By that she meant, “Someone who feels personally responsible for the welfare and growth of the company and will do whatever it takes.”

She explained that she wants people who are personally invested in the success of the company and are willing to go the extra mile.

You know the type she is talking about. The ones who stay late for days to make sure a deadline is met. The manager who picks up trash off the warehouse floor when he is walking around or steps up to help a customer when the line is too long. The customer service rep that stays on the phone after her shift has ended to make sure a customer is satisfied.

You will never hear a beam holder say, “That’s not my job.” If it helps the business succeed, a beam holder will take care of what needs doing at that moment, whether it falls within her job duties or not.

This person will also not say, “I don’t have time to do that.” If time is an issue, the beam holder will take responsibility for finding someone who can handle the task or project.

I look for those types of people too when I go into an organization because they are the ones who will help me pull it out of trouble. I refer to them as Super Stars in Game Breaking Positions. They aren’t hard to spot. In fact, I can generally tell within just a few minutes whether I’m talking to a beam holder or not.

These are the folks that have taken on additional responsibility for no extra pay when the company was downsized. These are the people who still show passion for the company they work for. Despite often being mistreated, unappreciated and expected to do more with less, they are still loyal to their companies and want to see them succeed.

I’ve encountered beam holders at all levels of an organization. Sometimes the CEO has pretty much thrown in the towel, but he has people in the warehouse who are still busting their butts every week to make the delivery schedule and customer service personnel who still do their best to handle the increasing customer complaints.

Sometimes beam holders may be the silent ones, initially hesitant to talk to me. It’s because they have been punished for speaking out before, or labeled difficult when they pointed out problems with the way the company was run. These people are sometimes the unhappiest because they know how the company could and should be run better. It bothers them immensely to see how far off track it’s gotten.

Beam holders are the people you want in your business — in good times and in bad. They will devote themselves to the company and do their best to see it succeed.

Come back for part two when I discuss how to find and hire beam holders for your business — how you can get those Super Stars in Game Breaking Positions.

 

 

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What Kind of Intuition Do You Have?

Financial reports, pie charts, spreadsheets — all the numbers in the world will only tell you so much. Like me, turns out a majority of people rely on their gut instincts when making a decision.

A survey done by The International Association of Administrative Professionals and OfficeTeam of 1,300 senior managers and 3,500 administrative professionals found that a whopping 88 percent of them make decisions based on gut feelings.

I’ve written before about the value of trusting my gut. I have found that if I make a decision that goes against what my gut tells me to do, 99 percent of the time it turns out badly.

I trust in my gut to connect the dots in the future, as Steve Jobs referred to it, because, “You can’t connect the dots looking forward; you can only connect them looking backwards.” As he said, “This approach has never let me down, and it has made all the difference in my life.”

It seems the higher up the corporate ladder you are, the more important your gut instincts can be, according to an article in the Harvard Business Review, When to Trust Your Gut.

“Over the years, various management studies have found that executives routinely rely on their intuitions to solve complex problems when logical methods (such as a cost-benefit analysis) simply won’t do. In fact, the consensus is that the higher up on the corporate ladder people climb, the more they’ll need well-honed business instincts. In other words, intuition is one of the X factors separating the men from the boys.”

It can be helpful to understand what type of intuition you generally rely on. If you know which skills serve you best, you can hone them and bring them to the forefront when faced with a big decision.

So what type are you? There’s a quiz for that, developed by OfficeTeam, an international staffing service. Take the 10-question quiz, What’s Your Intuition Style? to find out.

The five possible types, according to the quiz are:

  • Adapter. With this type of intuition you have the ability to use multiple strategies, including asking a lot of questions, observing people’s behavior and researching the situation. Don’t take it personally when your own needs are overlooked and let others know what you need.
  • Analyst. You are good at digging up facts, doing research and coming up with logical and well-reasoned insights. Use those skills combined with instinctive abilities when making decisions.
  • Empathizer. While you are good at anticipating other’s needs and identifying with their problems, be careful not to rely too much on emotion when making decisions. Remember the value of research and analysis.
  • Observer. This type of intuition relies heavily on visual cues based on other’s demeanor. Be sure to make sure you engage them in conversation as well to better anticipate the needs of others.
  • Questioner. Rather than rely on assumptions you ask the parties involved directly and you are good at getting people to talk. Learn to rely more on your observational skills to find out what people aren’t telling you.

This type of quiz can be fun and informative, but remember that it’s called gut instinct for a reason. We will never fully understand human instincts but knowing when they can be helpful can make the difference in your career.

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The Willingness to Be Unpopular

I believe in always conducting business with integrity and treating everyone with respect. I’ve quoted Henry Kravis before, with whom I’ve had the pleasure of working. “If you don’t have integrity, you have nothing. You can’t buy it. You can have all the money in the world, but if you are not a moral and ethical person, you really have nothing.”

But despite the fact I play fair and treat people well doesn’t mean I’m universally loved — far from it. In a career as a Turnaround Authority, you have to make many unpopular decisions. If you want to be everybody’s friend, you’ll never make it in this business. It’s like that quote by Harry Truman, “If you want a friend in Washington, get a dog.” The same goes in the turnaround business.

To be an effective leader, you have to be willing to be unpopular at times. I’ve been so unpopular at times that I’ve been shot at – twice! When you catch people not doing what they are supposed to do or need to reduce staff or benefits, people get unhappy.

But good leaders often have to make decisions that upset people. Take a look at Abraham Lincoln, considered one of our finest presidents. He was also one of the most unpopular. The press hated him and characterized him as a buffoon. He received death threats, one of which was printed in a Mississippi newspaper with a reward of $100,000 offered for his “miserable, traitorous head.” Members of his own party hated him. There is even a book called “The Unpopular Mr. Lincoln: The Story of America’s Most Reviled President.” When he died, a paper in Texas said,  “The world is happily rid of a monster that disgraced the form of humanity.”

A truly great CEO will make unpopular decisions for many reasons — to save the company, to ward off competition, to prepare for future changes in the marketplace. In 2004, the industry thought Verizon CEO Ivan Seidenberg was bluffing, and even worse, crazy, when he unveiled his unpopular plan to lay down fiber-optic cable across the country to the tune of $24 billion. Verizon is now the nation’s top carrier.

When Howard Schultz came back as CEO of Starbucks in 2008, he took responsibility for the bad situation the company was in, despite the fact he hadn’t been at the helm during the previous eight years. The share price was down 50% with news sources claiming Starbucks was no longer relevant and would be killed off by McDonald’s.

Because the cost was so high at a tough time in the company’s history, his decision to fly 10,000 store managers to New Orleans for a conference was an unpopular one. But he credits that conference with turning the company around. “If we hadn’t had New Orleans, we wouldn’t have turned things around. It was real, it was truthful, and it was about leadership,” he said in an interview in the Harvard Business Review.

And let’s talk about one of the most unpopular CEOs of this century: Steve Jobs. He was fired from his own company at the age of 30. Rather than wallow in defeat, he created a new company, Pixar Animation Studios. In 1996, he returned to Apple, became its CEO the following year and created products like the iPod, iPhone and iPad.

Think about those examples the next time you have to make an unpopular decision. As the former prime minister of the UK Tony Blair said, “Leadership can be an unpopular business. The art of leadership is saying no, not yes. It is very easy to say yes.”

And look at it this way, odds are you won’t get shot at.

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The Leadership Model and Vital Skill that Turned Around Home Depot

I have some idea how Frank Blake felt when he took over as chairman of Home Depot eight years ago. Employees, the board and investors were all unhappy with the previous chairman, Bob Nardelli, who had downplayed the importance of customer service and expanded in inadvisable directions.

Blake inherited a whole mess of problems to deal with when he took over. That’s pretty much what I do for a living as the Turnaround Authority. In fact, I’ve referred to myself as a janitor. I clean up messes.

Blake recently stepped down as CEO although he will continue as chairman for several months. He is credited with turning the troubled company around, and putting the focus back on customer service. He even kept his cool when the company suffered a massive security breach this September, immediately taking responsibility for the breach and issuing two apologies in five days, one from him personally.

He obviously did a lot of things right to get the $78 billion-dollar company back on track. He sold stores in China. He changed the bonus system to reward customer service and greatly increased the bonus pool even as earnings were collapsing. Last year he increased profits by $5 billion, without adding new stores, and during his tenure the company’s share price increased 127%.

I believe a major key to his success was reinstituting a leadership model that the co-founders Bernie Marcus and Arthur Blank had used – the inverted pyramid. According to an article on Fortune.com, less than a week after he took over, he said, “The right way to look at this is me on the bottom. My job here is to clear away the things that get in your way.”

And how did he clear the way? By not shying away from conflict and listening to people to determine where the problems were. As Carol Tomé, the CFO, said, “He invited conflict into our decision-making. We were conflict-hesitant. Frank asks a ton of questions that make you say what is working and not working.”

He was interviewed in the AJC this week in the column “5 Questions for the Boss” and said, “one of the toughest things in the job is having people speak candidly to you, telling you what’s going wrong.”

He learned the right way to ask a question — by assuming there is a problem, “which gives license for people to be more forthright. You can start the question with, ‘Gee, I understand we’re having real problems with the new process we’re rolling out.’ If you ask it that way, you can start to understand the issue.”

You have to give people a license to say what is going wrong. Otherwise, everyone is smart enough to realize that their career isn’t made by identifying problems. Listening is an active process and requires effort. Follow-up questions are important.”

When Blake took over Home Depot, he had little retail experience. I often become interim CEO of businesses and industries I have just passing familiarity with. But I do as Blake did, as pointed out in the Fortune article. “What Blake lacked in experience, he made up for by listening.”

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Stories of Unbelievable Fraud for Fraud Awareness Week

I’ve written a lot about fraud, as I’ve dealt with millions and millions of dollars and merchandise being stolen from companies I’ve worked with. This week, November 16-22, is Fraud Awareness Week, a good time to review your fraud policies as they can cost your company a lot in lost money and time.

To celebrate the occasion, here are a few get-rich schemes that didn’t work out exactly the way they were planned.

This first story starts in 1993, when a con man convinced investors that he had found gold in Borneo. Michael de Guzman, a Filipino geologist, fooled investors and his employer, Bre-X Minerals, by filing down his wedding ring to “salt” the gold samples sent to a lab. At the discovery of “gold” the value of Bre-X, a penny stock, soared on the Alberta Stock Exchange. He and his partners eventually sold off a portion of their options for $100 million.

Enter the Indonesian government, which wanted a piece of the action. Concerned about his fraud being uncovered, de Guzman did the logical thing: he set fire to his office to destroy the files.

But it wasn’t over yet. The Indonesian government took over 55% of the mine to be run by Freeport McMoran, and Bre-X’s market cap went down a billion dollars. Ever resilient, de Guzman just added more gold flake to the samples, which he bought from local miners. The stock soared again.

Gregor MacGregor, winner of the Creative Fraud Award. He invented an entire country.

Gregor MacGregor, winner of the Creative Fraud Award. He invented an entire country.

Not surprisingly, the miners from the other company couldn’t find any gold and asked de Guzman for an explanation. So he hopped on a helicopter to travel to the site to talk with them. He never made it. According to the pilot, he turned around at one point and de Guzman was gone. It was assumed he had jumped and days later the Indonesian army found a body, eaten by animals, which they identified as his.

The stock plunged to zero. Many people think de Guzman is still alive somewhere, having paid a small sum for a body to be identified as his.

The Antar family committed fraud for almost 20 years, from 1969 to 1987 at the retail store chain ironically called Crazy Eddie. The company underreported taxable income by skimming cash sales, reported fake insurance claims and avoided payroll taxes by paying employees with cash.

This story involves another disappearing act. After the company went public in 1984, it initially scaled back the fraud to get a higher valuation. But motivated by a desire to increase stock prices, it devised other schemes to infuse cash like moving funds from secret bank accounts into the company.

After a hostile takeover, the fraud was discovered. Eddie Antar, the CEO, went into hiding for three years but was caught and convicted, along with two other family members.

But the Creative Fraud Award goes to Gregor MacGregor. He created an entire fictional country in Central America in the 1800s. While serving in the British army, he visited the areas now known as Honduras and Belize. After returning to London, he said he had received a land grant and announced the nation of the Republic of Poyais.

After getting the requisite flag, currency and yes, even a coat of arms for his new country, MacGregor began to sell land, issued debt and attracted settlers by regaling them with stories of the wonderful capital city and the quality of the soil.

Imagine the surprise of those first settlers when after a long ocean voyage, they found just jungle and old wooden shacks. MacGregor was arrested, but fled to France where he tried the scheme all over again. I guess that was easier in the pre-Internet days.

He then made his way to Venezuela, ending up with a pension and the title of general after he helped the country in its fight for independence.

While some stories of fraud like these are entertaining, fraud is a serious business. It’s a good idea to review your fraud policies. For tips on how to prevent fraud in your company, please see some of my previous posts

 

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Job Burnout: Tips for Treating It

This column concludes a three-part series on dealing with job burnout. In the first post, ”Dealing with Job Burnout,” we provided resources for you to determine if you are experiencing job burnout. Part two covered the causes of burnout, and part three offers some solutions for job burnout.

 The stories in last column, “Causes of Job Burnout” may have scared you a bit. Heart attacks and suicidal tendencies should not be part of your career. And the statistic that job burnout is associated with a 79 percent increased risk of heart disease is a sobering one. The reality is that job burnout can be extremely dangerous. So what can you do about it?

To address many of the causes of burnout, you just need to get rid of stress, right? Not exactly. In addition to being a completely unrealistic goal, a certain amount of stress is a good thing. It can spur you on to greater achievement; it can be a powerful force to drive you to accomplish great things.

The best way to deal with job burnout is to recognize when it’s approaching and take time for a break. Head it off at the pass. If you began to feel some of the symptoms I mentioned in part one of this series, such as trouble sleeping, feeling disillusioned, increased irritability, take action to give yourself a break. If taking a few vacation days is not possible, at least take off an afternoon and engage in an activity that relaxes you.

I deal with a stress every day with my clients and their complicated stressful issues. However, I get up each morning with a smile and anxious to go to work. I cycle 50 or so miles and workout in a gym for several hours a week to break the stress cycle. We each need to find what works. Yoga, hiking or long beach walks might work for you.

You can also explore new ways of clearing your mind. News broadcaster Dan Harris was filling in on “Good Morning America” when he suffered a major panic attack on air. As he says of the most embarrassing day of his life, “I freaked out in front of five million people.”

Initially a total skeptic, he tried meditation. He had such success with it, he wrote a book about it, “10% Happier: How I Tamed the Voice in My Head, Reduced Stress Without Losing My Edge, and Found Self-Help That Actually Works—A True Story.”

Here are two other tips from Harvard Business Review from the article “Three Ways to Beat Burnout.”

  • Manage Your Work. Some things to try include delegating, prioritizing better and getting more resources to handle your job. Maybe you say yes too often, and need to let others handle some of your responsibilities.
  • Do the “Right Work.” Burnout is sometimes not about how much work you have, but the type of work you are doing. If your work is just not fulfilling for you, tips for managing your time or reducing stress aren’t going to work.

Sometimes the only answer for job burnout is to switch jobs. Or careers. If you are suffering from job burnout because you are unfulfilled, bored, under-challenged or in a job that just isn’t a good fit for you and you are unable to change the situation at your current company, it’s time to start looking.

Just remember to take the lessons you learned from the causes of your job burnout and make sure the situation at your new company will be different. For example, if you suffered from job burnout because there was limited upward mobility or your values weren’t in line with those of your company, gather as much information as possible on the new employer in those areas.

The main thing to remember about job burnout is that it can be a serious condition. So don’t ignore it — deal with it.