Almost two thirds of managers in Germany feel exhausted, and just as many would like to hand over tasks. These are the findings of a survey conducted by the consulting agency Auctority in cooperation with the opinion research company Civey.

Of the 1000 managers surveyed, 61.6 percent stated that they were exhausted. At around 65 percent, women in management positions are slightly more affected than men (60 percent). And young bosses are particularly stressed: In the 30 to 39 age group, as many as 72 percent said they were exhausted.

Why is that? My assessment: With the increasing dynamics of a volatile environment, exponential progress and growing international competitive pressure, more and more managers are finding themselves put to the test. You already have far too much to do in your day-to-day and core business, you have to deliver flawlessly and keep the business on track. Now they are also expected to invent the future, drive innovation and accelerate change.

It’s like overtaking and staying on track at the same time. More and more is being demanded of managers. In ambidextrous teaching, there are four roles to fulfill these tasks: The leader (inspires, gives direction), the coach (leads and encourages the team), the expert (has own expertise and helps to solve problems) and the manager (sets goals and controls them). Anyone thinking of the egg-laying wool-milk sow is right.

These complex and sometimes contradictory requirement profiles are (understandably) not manageable for most managers in the long term. In my keynotes and management workshops, I show how we can get out of this dilemma. We work out feasible, connectable ways for managers to find their way out of overload and develop their full potential again.