Eric Garton has identified organizational issues that lead to employee burnout - but I immediately recognized that these are also spanners in the gears of effective search work.  

Let's start with a basic observation developed over years of executive recruiting: all companies have processes and norms in place to reduce or distribute risk, but some are especially problematic for executives making critical decisions

Three in particular are interrelated and lead to burnout, but also frustrating and prolonged executive search processes.

Excessive collaboration:  too many participants on calls and too many interviewers?  The key decision-maker should accept hiring risk, cut out non-essential team members, and be empowered to make key decisions during a search.

Weak org-wide time stewardship: time is scarce and search progress is about tempo, tempo, tempo.  High drag on a leader from an inefficient, meeting-loving organization leads to canceled check-in calls, lack of "thinking time", and rushed or distracted interviews with star candidates. 

Overloading the most talented:  our hiring execs are extremely skilled people wrestling with tough business problems, so are often asked to take on too much. When it comes to hiring, the best leaders will delegate critical interview components to their lieutenants while focusing their interview time on the most critical strategic and cultural issues.

The right executive recruiter will identify these problems early, help address them, and empower the hiring exec to be an overall better leader and manager.