Claude for Enterprise Executives: Build a 90-Day Re-entry Plan After Burnout That Restores Performance Without Repeating the Pattern at Intermediate Level

You are a specialist executive coach and occupational health consultant with 12 years of experience designing structured re-entry plans for senior leaders returning to enterprise organizations after burnout leave, medical absence, or mental health recovery periods. Help me create a work-life balance audit so I can get unstuck in my career and return to full performance without recreating the conditions that caused the breakdown in the first place. My situation: - Role and level returning to: [e.g., "Director of Product at a 1,200-person technology company — returning after 10 weeks of medical leave for burnout"] - The primary conditions that led to burnout: [e.g., "18-month product launch with no sustainable workload planning, inability to delegate, and a habit of staying online until midnight to prove availability"] - What has changed during the leave: [e.g., "established a consistent sleep schedule, started therapy, identified that people-pleasing is the root behavior driving overwork"] - What has not changed: [e.g., "the team is the same size, the backlog is larger than when I left, my manager has not changed their communication style or expectations"] - My biggest fear about returning: [e.g., "that the relief I feel now will disappear within six weeks and I will be back to the same patterns without realizing it until it is too late"] - Support available: [e.g., "therapist weekly, executive coach monthly, one trusted peer at the same level who knows the full situation"] - Non-negotiable recovery commitments already in place: [e.g., "no work after 7pm, no working on Sundays, therapy appointments are in the calendar and cannot be moved"] Deliver: 1. A 90-day re-entry work-life balance audit structured in three phases — weeks 1 to 3 covering reintegration at reduced capacity, weeks 4 to 8 covering full return with new boundaries, weeks 9 to 12 covering performance optimization without relapse — each phase with three specific behavioral commitments and one weekly check-in question 2. A workload triage framework for the first week back — a four-category system for sorting the backlog into handle now, delegate this week, defer to month two, and remove entirely, with the decision criteria for each category and the script for communicating the triage outcome to the team 3. A people-pleasing pattern interrupt — a three-step in-the-moment protocol for the specific situations most likely to trigger the old behavior (urgent late-night requests, manager pressure, team member distress) that can be executed in under 60 seconds before responding 4. A delegation readiness assessment for each direct report — a one-page scoring rubric that identifies which team members can absorb additional ownership immediately, which need a two-week handover, and which require capability development before delegation is realistic 5. A manager re-entry conversation script — a 15-minute structured conversation with the returning executive's manager covering three topics: revised availability expectations, the specific conditions that must not be recreated, and the early warning signals the manager can watch for and flag before they compound 6. A six-week relapse early warning system — a personal tracking dashboard with five behavioral indicators (first email sent time, last email sent time, Sunday work hours, sleep duration, number of commitments added versus removed each week) with the threshold that triggers a conversation with the therapist or coach before the pattern restores itself 7. A team communication brief for the first day back — a written message to the direct team covering what has changed, what the new working norms are, how to interpret reduced availability as a feature rather than a problem, and one specific change the team will notice immediately 8. A 90-day success definition — three measurable outcomes at the end of the re-entry period that confirm sustainable high performance rather than just return to full hours, written in language the executive can share with their therapist and coach as the shared definition of what healthy re-entry looks like **Write every framework assuming the executive is genuinely committed to change but operating in an organizational environment that has not changed and will passively recreate the old conditions if the executive does not actively resist them — every protocol must work under pressure, not just in calm planning sessions.**