My guess is if this is the case then you didn't set up your packages (services) correctly, or you wouldn't be facing burnout. It's called being a doer vs an advisor. A doer can only have a certain amount of clients. And when you go over that limit, you burnout. An advisor can have a considerably higher amount of clients than a doer, and not get burned out.

With demanding HR consulting clients, setting boundaries is essential to avoid burnout. Start by clearly defining project expectations and establishing response times upfront. Regularly check in with clients to manage requests but prioritize your workload by using tools like Smartsheet to keep everything organized. Use follow-up emails after each meeting to recap action items and deadlines, ensuring clear communication and avoiding scope creep. Delegate where possible, and maintain open communication with your team about capacity. Taking real PTO (not just "PTO-ish") is also crucial—giving yourself true time to recharge helps you bring your best to each project.

To avoid burnout with demanding HR consulting clients, set clear working hours and communicate them. Build a support system with colleagues and mentors. Prioritize tasks and delegate when possible. Take regular breaks to recharge. Manage client expectations with realistic goals and timelines. Celebrate small victories to stay motivated. Know when to step back if a client is too demanding. Treat your consulting career like a tightrope walk, balancing work and personal time to maintain performance and avoid burnout.

Ao fechar contrato com um cliente, é fundamental estabelecer parâmetros do trabalho. Um contrato precisa de um projeto, com entregas muito bem delimitadas e alinhamentos periódicos ao longo da prestação do serviço. Estabelecer papéis, prazos, canais de comunicação e combinar sobre prazos para entregas, retornos e respostas será o divisor de águas para a relação entre contratado e contratante. Capacitar o cliente em relação à visão e boas práticas de gestão de projetos, pode não só garantir os pressupostos básicos da boa execução e valorização do trabalho do consultor, mas também ser exemplo de como ele irá disseminar essas boas práticas dentro da própria empresa. Não podemos deixar que o"comando e controle" sabote nosso profissionalismo.

Cronograma de tiempos y resultados. Si bien es cierto, la urgencia siempre juega un papel crucial, establecer claridad y certidumbre sobre los logros alcanzados en una franja de tiempo son de vital importancia. La calidad de servicio versa sobre su agilidad y experiencia positiva, por ende, requiere incorporar a todas las partes en toda la cadena de valor.