The first time I heard of what I am now calling “corporate fatigue” was through a submission from a colleague about the risk that the institution may suffer from external audit fatigue due to being subjected to multiple audit firms and other institutions for the same period and the same issues, which they have to attend to separately and thereby, duplicating efforts. The company may find itself responding to audit queries for the larger part of the year at the expense of planned operational activities.

Colleagues have also spoken about unproductive meetings that have such a toll on the corporate’s faculties but no impact on performance which can be a frustrating prospect.

In my view, organisations ought to have mechanisms in place that are able to effectively respond to indications of corporate fatigue. Actors should have a responsibility towards the organisation by facilitating an environment that promotes optimal performance. This includes guarding the structures against exhaustions that have no reward.

Periodic recuperation and rejuvenation by both actors and structures is critical. For instance, in meetings management, the administrator of meetings must take a universal approach towards scheduling, preparation, implementation, deliberation and decision times as well as availability of actors for organizational activities.

Being emotionally and ethically intelligent about work and life is important as we develop interventions. Corporate fatigue affects the quality of inputs, decisions and ultimately performance.

What are you doing to ensure that your organisation remains vibrant and ever ready for greater productivity and success?

Let’s share!