I’ve experienced burnout three times in my career. Along the way, I’ve also had plenty of periods where I felt uninspired, demotivated, and disconnected.

This always puzzled me. Since I was six years old, I wanted to be an engineer. I loved maths, physics, and problem-solving. On paper, everything lined up perfectly. So why did the work often feel like such a grind?

Searching for the Cause

Being analytical, I tried to get to the root of it.

• Was it work-life balance? No.
• Lack of opportunity? No.
• Company values or corporate initiatives? Definitely not.

The truth was harder to admit. Much of my work felt unproductive and monotonous. Processes and paperwork were disconnected from the real goal – building infrastructure that makes a difference in communities. That disconnection slowly drained my energy and eroded my motivation.

The Paradox of Hard Work

Ironically, the hardest role I ever had, the longest hours, the toughest challenges – was also the one where I felt most alive.

The difference? The business was crystal clear on its objectives. Decision-making was efficient. I was challenged in ways that brought out my best, and I found myself slipping into flow regularly. Work felt purposeful, not pointless.

Even when I hit another burnout period in that role, after the birth of my second child, the company noticed. They supported me and adjusted things to help me through. That was the only time I didn’t walk away after burnout.

What Made the Difference?

Leaders saw my potential. More importantly, they trusted me to lead in my own way.

I didn’t have to copy someone else’s leadership style. I wasn’t forced into a mould. Instead, I leaned into my natural talents. That gave me energy. It re-ignited motivation. It made hard work feel worthwhile.

That experience stuck with me.

About a year later, I took the CliftonStrengths assessment, and the pieces started to fall into place. Suddenly, I could see why burnout had struck me in the past, and why I had managed to push through that last period with a more positive outlook. It all came down to whether I was working in alignment with my strengths.

As a Learner, I threw myself headfirst into it. I worked with a coach, explored my own strengths in detail, and studied the CliftonStrengths framework deeply. That’s when everything became crystal clear.

From Experience to Method

I realised I didn’t want other professionals in engineering or construction to waste years wrestling with the same struggles. I wanted to help leaders and teams find the same spark of energy and alignment I had experienced.

That’s why I developed the TMY Method: a system for building teams that are inspired, committed, and high-performing.

It rests on three pillars:

1. Clear Business Objective

Be upfront and precise about what the business is trying to achieve. For most privately-owned companies, that will likely be profit. Don’t overcomplicate it. Unclear objectives lead to unclear outcomes. Too many objectives create compromise. Clear objectives bring clarity to the whole organisation.

2. Clarifying Acceptable Tactics and Behaviours

Businesses need to set boundaries for how objectives are achieved. Some focus on short-term profit – cheapest suppliers, cost-cutting, no extras for clients. Others play the long game, rewarding quality subcontractors, investing in relationships, adding value to build repeat business.

Both approaches can still deliver profit, but they demand different behaviours. That’s why it’s crucial to be specific. Not at the level of micromanagement, but by setting clear guide rails that define what success looks like. By clarifying acceptable tactics and behaviours, leaders give middle managers the confidence and direction to steer their teams. Everyone pulls in the same direction, and people understand how their daily actions connect to the bigger picture.

3. Strengths-Based Culture

This is the keystone of the TMY Method, and where transformational change really happens. Using CliftonStrengths, we uncover what naturally energises each individual.

• Relationship Builders thrive on rapport, mentoring, and group success.

• Influencers thrive on leading and inspiring others.

• Executors thrive on getting things done and driving momentum.

• Strategic Thinkers thrive on analysing, planning, and innovating.

When managers align roles and responsibilities with these strengths, people feel energised, not drained. Motivation grows, engagement rises, and performance follows.

Wrapping Up

What I’ve learned from burnout – and from the rare times I’ve thrived – is that elite performance doesn’t come from work-life balance initiatives or glossy mission statements. It comes from clarity and alignment.

When businesses are clear about their objectives, explicit about acceptable tactics and behaviours, and intentional about building a strengths-based culture, teams don’t just perform – they thrive.

The TMY Method is about creating that environment: teams of actualised individuals who are energised, engaged, and committed to delivering on the business’s objectives.

This is the foundation. In future posts, I’ll explore how these ideas can be applied more practically by both individuals and teams to build workplaces that inspire and perform at the highest level.