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Trainer Burnout
Practical Steps to Help Combat Trainer Burnout
Excerpts from Newsletter Issue # 106
September 27, 2010

 All content copyright of Claire Belilos
CHIC Hospitality Consulting Services,

CHIC Hospitality Consulting Services is located in Vancouver, B.C. Canada
We are in no way related to other companies or web sites of similar names

ISSN 1499-8076 News Vol.1, No. 106
Trainer Burnout
September 27, 2010 - Copyright  Claire Belilos
CHIC Hospitality Consulting Services -
contact and subscribe at 

I.    Welcome to new Subscribers




A warm welcome to new subscribers.  I look forward to knowing you better.

The newsletter format may differ from issue to issue, i.e. sometimes just drawing your attention to some issue, and sometimes more detailed.  I hope you will find some practical value in it.

Please note that if ever you wish to advise of a change in your email address, you must provide me with the email under which you originally subscribed, which you can see at the bottom of the newsletter you receive.  Thank you.

NOTE:  The last paragraph of this newsletter contains our usual  “permissions” regarding this content.

In our previous newsletter, I reminded subscribers to ask themselves and the people around them, such as peers and/or trainees, these questions when planning some action:

a) How does this benefit the organization?
b) How does this benefit the customer?
c) How does this benefit both managers/supervisors and employees?

And, following this, to ask themselves and others, additional questions, before making a final decision and taking action:

a) Would this have detrimental effects on the organization?
b) Would this affect customers badly?
c) Would this have adverse effects on managers/supervisors and/or employees?

For this issue, I thought to bring up the subject of Trainer burnout, similar to the burnout teachers (instructors) often experience, especially when teaching the same subject to different groups of people.


Few trainers are ready to acknowledge the fact that they suffer from burnout, leading to a noticeable drop in the quality of their training and the effectiveness of training.

But trainer burnout definitely exists.   Ask any nurse or headwaiter.  It happens to all trainers, however high in the organizational hierarchy.

I will not give here advice, which you yourself must already have thought of to solve your problems.  

However, I can give practical examples of how I myself fought this when I was Training Manager at the Jerusalem Hilton.

I.  First of all, I did not consider Training as a subject per se, but considered it as an integral heartbeat of the organization.  I changed the concept from “Training” to “Training and Development”, thus expanding my scope of involvement and activities.

I turned the function to that of becoming an integral part of the management team who planned on how to meat all sorts of organizational challenges, including Marketing, Sales, Safety, Security, and even Budgeting.  This most certainly kept the juices flowing and made me a better Training Manager since I could share the insights acquired with the many different departmental trainers, management trainees, and all other trainees.

II.  When I felt overwhelmed, or stuck, I gave myself “time out”, a breather.   I used listless days as the perfect time to plan something new and good  for the organization and the different departments (a new approach to some subjects), and to plan a new training strategy to help specific individuals to advance within the organization (e.g. customized cross-training programs).   I also planned to take steps for personal self-growth.  

If I felt that my work days did not enable full concentration to do all this planning effectively, I asked the General Manager to give me a couple of paid days off so I could think, plan, and work from home for this purpose.  I made sure that such off-site days were just before the weekend so that my mind would be free of the daily grind for a more extended period, enabling me to come back to work mentally refreshed, with many new training and problem-solving strategies in hand.

III.  Another strategy I used to combat burnout was to use other people in the organization to conduct, occasionally, certain activities instead of doing so myself, e.g. one of the management trainees conducting the new employee orientation day.  I did not abdicate this function, but attended such sessions, sitting among the trainees, supporting my interim replacement if needed.  It goes without saying that the interim replacements I used for such purposes knew both the subjects and the spirit of the activity very well, and were seriously excited at the prospect of taking the role of facilitator.

IV.  I did the same with a wide spectrum of department heads, line managers, and rank-and-file employees.  Since I knew their unique gifts, I asked certain people to conduct lessons on a subject in which they excelled.   They genuinely loved teaching a group of people and prepared excellent lessons (some, with my prior help). 

V.  I organized professional field trips to sister hotels and our suppliers.  These were well-prepared with the receiving party.  Needless to say that all those who participated enjoyed these field trips enormously.

VI.  I attended and participated in training activities conducted by others in the organization.  This helped me keep motivated and gave rise to new ideas.

VII.  I brought in outside experts to offer (usually free) training to specific groups of department heads, line supervisors, and employees, e.g. Etiquette for the supervisory level, or interior decor for housekeeping personnel, Credit Card processing for Front Desk Agents, etc.

VIII.  We often had video presentations on all sorts of subjects, e.g. team work, customer service, handling customer complaints, sanitation, safety & security, and so forth, followed by discussions, which everyone enjoyed and learned from.

The above strategies not only helped me eradicate trainer burnout, but, due to their variety, kept everyone in the organization refreshed and excited about any type of scheduled training.  Big and small, they actually came to me saying “Miss Claire, It would be good if we also have a lesson on ........... (subject)”, or asked me eagerly “When is our next lesson?”

I hope that these tips will help you combat burnout.  If you use a strategy not mentioned above, please share it with us.  And do share with us your thoughts and experiences on the subject of training burnout.

Thank you for your attention.

Claire Belilos, Copyright September 27, 2010

Commercial use of this newsletter is not allowed.  If you wish to be able to make commercial use of it, please contact me for licensing rights.  You June forward this newsletter by e-mail to others “as is” as a communication unto itself, with all headers, footnotes, and copyright notices  intact, including my name and all details (top and bottom; just use the “forward” button in your email box).  However, the distribution can only be free of charge and not against payment and not in a newsletter or service which charges membership and fees for the reading of content.  This newsletter should not be featured on any web site, be it a corporate intranet, membership restricted site, or public site, or translated or distributed in any other form, without specific permission from the undersigned, i.e. myself. 

If professional friends or colleagues of yours like the newsletter, please encourage them to subscribe directly at

Claire Belilos
September 27th, 2010 - Copyright  Claire Belilos
ISSN 1499-8076 - This publication is registered with the National Library of Canada and is published by
Claire Belilos, Management Consultant and Training Specialist
CHIC  Hospitality Consulting Company
Offering custom-tailored solutions to
management and performance problems
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