Giancarlo was the epitome of dedication. Sales manager at one of my clients, a car dealership in Chiasso, charismatic and detail-oriented. His sales figures were consistently above average, and his loyalty was unwavering. His daily routine: packed schedules, short vacations. I often saw him during my visits with a coffee in his hand, but never with a genuine smile on his face.
Then, on a Monday, he didn’t show up for work. No call, no message. Just a late call from his wife: “Giancarlo is in the hospital. He’s had a breakdown, a burnout.”
How could this have happened?
The warning signs were there: sleep disturbances, inner restlessness, increasing cynicism towards customers and colleagues. Physical complaints such as stomach problems and persistent exhaustion were also becoming more frequent. But in the daily grind of sales, such things are often overlooked or, worse, interpreted as weakness.
Giancarlo wanted to persevere, like so many others.
What followed was the classic question: Can Giancarlo return to his leadership role, or should the dealership hire someone new?
This is a question many companies grapple with. But this view is too simplistic, because according to the WHO, burnout is a persistent stress reaction to chronic workplace strain, not a personal failure. Studies show that with professional support, around 70% of those affected successfully return to work (source: DAK Health Report 2023). Provided, of course, that they are given the time and the right framework.
What Giancarlo needed was a reboarding process with a clear plan, personal coaching, and an adjusted distribution of roles. And above all, an employer who understands that sustainable performance is not based on self-exploitation, but on psychological safety, realistic goals, and a healthy leadership style.
At FinOptima, we support companies in precisely these kinds of situations:
• How do I recognize early warning signs of burnout in high performers?
• How do I facilitate a return to responsibility without overwhelming them?
• How do I develop a culture in which people don’t “burn out,” but rather thrive?
Giancarlo’s story is not an isolated case. Unfortunately, this is a reality in many sales departments, especially in the automotive sector, where pressure to succeed and constant availability have become the norm.
The most important question isn’t, “Can he handle it?” but rather, “What can we do so he doesn’t have to do it at all?”
Today, after almost four months, Giancarlo is back in his original role as sales manager at the same dealership. He’s motivated again, but also more reflective. And he has the support of his employer, who clearly understood the challenge and is now taking its responsibility more seriously than ever.
Unleashing potential – celebrating success.
