Michael Levitt

So let's say you weighed 300 pounds and you lost a ton of weight because you changed your diet, you exercised, maybe had a medical procedure to lose the weight, whatever the situation is. Your body, for some reason, the brain, body combination, all that stuff says, no, you were 300 pounds at one point. We have to get back to that.

So let's say you weighed 300 pounds and you lost a ton of weight because you changed your diet, you exercised, maybe had a medical procedure to lose the weight, whatever the situation is. Your body, for some reason, the brain, body combination, all that stuff says, no, you were 300 pounds at one point. We have to get back to that.

That's why people struggle so much with losing weight and keeping it off is because your body is fighting you on it. They're like, no, we want to go back to that. and it's the same thing with some organizations are just inherently toxic and you can correct them and make them healthy but that gravitational pull to return back to the way things were is very strong so if you don't

That's why people struggle so much with losing weight and keeping it off is because your body is fighting you on it. They're like, no, we want to go back to that. and it's the same thing with some organizations are just inherently toxic and you can correct them and make them healthy but that gravitational pull to return back to the way things were is very strong so if you don't

manage it, if you don't nurture it, you don't keep on top of it, you can have a stellar organization return to its toxic traits in a very short period of time. So it's not a set it and forget it kind of thing. And that was the lesson that I learned was, okay, I, and many consultants do. You go in, you give them the ideas. It's clear as day to yourself. They say it's clear to them.

manage it, if you don't nurture it, you don't keep on top of it, you can have a stellar organization return to its toxic traits in a very short period of time. So it's not a set it and forget it kind of thing. And that was the lesson that I learned was, okay, I, and many consultants do. You go in, you give them the ideas. It's clear as day to yourself. They say it's clear to them.

They implement it, which is always nice when they do that. And they see the big changes. And then all of a sudden, a few years later, they're right back into the problem they did before. And I've seen that even with keynote talks. I've given keynote talks to organizations and was brought back several years later when they had new people there, new management.

They implement it, which is always nice when they do that. And they see the big changes. And then all of a sudden, a few years later, they're right back into the problem they did before. And I've seen that even with keynote talks. I've given keynote talks to organizations and was brought back several years later when they had new people there, new management.

And they're like, we're having the same problem again. Oh, okay. I'll take your money again. I'm saddened by this because for me, and I have to be careful about this. Sometimes you get to be self-judgmental and they go, maybe my talk isn't good. Maybe I'm not convincing people. Maybe they, and that's not it. It's the old saying, you can lead a horse to water, but you can't make a drink.

And they're like, we're having the same problem again. Oh, okay. I'll take your money again. I'm saddened by this because for me, and I have to be careful about this. Sometimes you get to be self-judgmental and they go, maybe my talk isn't good. Maybe I'm not convincing people. Maybe they, and that's not it. It's the old saying, you can lead a horse to water, but you can't make a drink.

It's the same thing. You can say, here are all of the solutions that will make you feel better. But it is up to them to implement them. And you cannot do that as a consultant. You can't do that as a coach. You can't do that as a manager. You can't get people to do something they are refusing to do. You can encourage them. You can show them all the benefits of it.

It's the same thing. You can say, here are all of the solutions that will make you feel better. But it is up to them to implement them. And you cannot do that as a consultant. You can't do that as a coach. You can't do that as a manager. You can't get people to do something they are refusing to do. You can encourage them. You can show them all the benefits of it.

But unless they want to do it, they're not going to do it. And that includes stopping their burnout. Some people, unfortunately, love playing the victim. And I hate to be that person. blunt about it, but they do like I'm burned out or I'm a single parent or I've lost my job. Nobody wants to hire me. And it's okay. What are you going to do about it? I'm Gen X too.

But unless they want to do it, they're not going to do it. And that includes stopping their burnout. Some people, unfortunately, love playing the victim. And I hate to be that person. blunt about it, but they do like I'm burned out or I'm a single parent or I've lost my job. Nobody wants to hire me. And it's okay. What are you going to do about it? I'm Gen X too.

We tend to be pretty straightforward on it. Maybe not as blunt as our predecessors, the boomers. They tend to be pretty blunt. You can take that for what it's worth. I appreciate it. I love a straight shooter. No. Yeah. Does it sting sometimes and how they present things? Of course. But Once your ego dusts itself off, everything's good again.

We tend to be pretty straightforward on it. Maybe not as blunt as our predecessors, the boomers. They tend to be pretty blunt. You can take that for what it's worth. I appreciate it. I love a straight shooter. No. Yeah. Does it sting sometimes and how they present things? Of course. But Once your ego dusts itself off, everything's good again.

But again, all you can do is bring the information, share the insights of what we've learned, the research, how it's backed, and the benefits of adjusting a few things here and there. And it goes a long way in making things better for you. Those are the couple stories of many that I've encountered over my career and in recent years and in the works that I do.

But again, all you can do is bring the information, share the insights of what we've learned, the research, how it's backed, and the benefits of adjusting a few things here and there. And it goes a long way in making things better for you. Those are the couple stories of many that I've encountered over my career and in recent years and in the works that I do.

Usually what I'll do, and this is again leveraging a lot of therapy work, is have you talk about your current career or the one you're leaving. One of the things we'll talk about is having you go back in time when you first applied for that role and what your feelings were when you were selected and hired and that first day. Go back in that and think about that.

Usually what I'll do, and this is again leveraging a lot of therapy work, is have you talk about your current career or the one you're leaving. One of the things we'll talk about is having you go back in time when you first applied for that role and what your feelings were when you were selected and hired and that first day. Go back in that and think about that.