However, it seems to focus on work-based burnout and doesn't recognize that, ironically, people are at risk of burnout anywhere that they care about something.

Do you see any common misconceptions about burnout among leaders or managers? If so, what does the science say that’s different?

I don’t think there are any misconceptions I’ve noticed in leaders per se, because in my view the misconceptions are based on human nature which affects all strata of the organization. These are:

• burnout happens to other people.
• I’m just tired.
• if I just push through, it’ll work itself out.

However, 40–50 percent of workers (where all the data is, unfortunately) report feeling at risk of burnout. In fact, some are calling the increase in reporting of burnout “an epidemic.” So it’s on the rise.

How can leaders and managers recognize burnout in themselves and in their team members?

The first thing for leaders to do is educate themselves on the signs. Yes, it can look like tardiness, missed deadlines and increased antagonism with colleagues. These are generally perceived as negative things.

However, it can also look like working longer hours and taking on more and more responsibility. So, if we’re not careful, we might miss the latter signs as they can be viewed as positive.

Once we are aware of what burnout can look like, the next thing to do is ask, “Is any of this true of me? Am I burnt-out?” There really isn't any point addressing the needs of the team if the leader hasn’t addressed their own issues. “You can’t give from an empty cup” is a phrase that hasn’t been truer than in this context.

Feedback from colleagues and loved ones is also a very helpful resource. In an ideal world, the leader needs to create an environment where they can get honest and empathetic feedback, while having the emotional intelligence to accept things that might be challenging where change is required.

As that is happening, the leader can now turn their gaze onto their team to see who might be at risk of burnout. Having deep connections with the team is preferrable. If not, it would be difficult to perceive when there are subtle changes in how a team member shows up. These changes may be the beginnings of burnout and, if caught early, might stall a harmful downward spiral.

The leader also has to take a step back and educate themselves on the common things that contribute to work-based burnout. Then ask the question, “Are any of those risk factors present here?”

Again, direct feedback from team members is crucial. The leader may think they know which areas at work cause the biggest issues, but it might not match the thing that is causing stress to team members.

If you know that you or someone you’re working with is experiencing burnout, what should you do about it?

In my opinion, the best first thing to do is acknowledge it. If it’s you, you need to be honest with yourself regardless of how difficult it might be to say. If it’s someone else, then take the time to create an environment where you can ask the question, “Do you think you might be burnt-out?”

And understand that different people are at different levels of comfort with being vulnerable about their emotions. Creating an environment of honesty and openness before there are any issues is ideal.

Once it’s been acknowledged, the next step is radical decluttering: “What is on my plate that I can give to someone else?” If possible, take time away from the primary stressor.

Now comes the hard part. The person who is experiencing burnout has to answer the question, “How did I get here?” Both in a philosophical sense and an honest and detailed way. We’re destined to repeat what we don’t learn from.

Then, the person experiencing burnout has to answer the following: “What did I believe to be true, that allowed me to keep taking on more than I could?” and “What needs to be true that allows me to ruthlessly police my boundaries?”

Then practice prioritizing your wellbeing when given the opportunity to do something you can do but shouldn't to leave capacity for the future.

You recently mentioned the concept of “energy bankruptcy” on LinkedIn. What do you mean by this, and how can it help to combat burnout?

We’re familiar with the concept of financial bankruptcy, i.e. I owe more than I have the ability to pay. I look at burnout the same way. Everything in my life is asking something of me. Once I have removed all the things in my life that are unnecessary (like removing all unnecessary expenditure), everything that is left is legitimate.

The things left on my plate are, legitimately, asking something from me. Whether it be my wife, children, family, work, friends, etc., they are all asking me to expend energy in some way, and as we have just established, these asks are all legitimate.

However, if I have not spent the time to become aware of what things in life give me energy and engage with those things daily, I will forever be expending my energy and finally end up giving more than I am getting (i.e. energy bankruptcy).

The goal is to develop a life where I am intentional about engaging daily with the things that give me energy – so that when I am asked to expend energy, I am at least at a net zero position concerning how full my tank is.

If boundaries are important for guarding against burnout, how can leaders and managers reconcile this need with their role’s demands to support and grow others?

The importance of policing your boundaries cannot be overstated. So, leaders need to model this in a way that their team can learn it is normal to prioritize self-maintenance for the purpose of longevity.

The leader should also create an environment where conversations about taking care of our mental health are normalized.

The leader also needs to tread the tightrope of balancing the needs of the project with making sure they encourage each individual team member to take care of themselves. A simple “Have you had lunch yet?” goes a long way.

What’s Next?

If you are concerned that you may be suffering or on the brink of burnout, try our Burnout Self-Test.

And for further advice on tackling burnout, see our Expert Video with organizational culture specialist Sharon Aneja, Beating Burnout.

Tip of the Week

Timeless Career Tips From the Top

By Kevin Dunne, Mindtools Content Editor and Writer

With summertime here in the Northern Hemisphere, experts at global organizational consultants Korn Ferry have turned their minds to career-starters leaving education.

But the advice they shared – with their children – resonates whatever stage of life you’re at.

Learn to Solve Problems Early

“Thinking about how to solve problems and create value will be critically important,” offered senior client partner Seth Steinberg.

Get Good at Something

Fellow senior client partner Marnix Boorsma warned “Ignore the follow your passion” cliché.” He added, “Passion rarely precedes competence, so get good at something first – ideally something hard, useful and in demand.”

Be Curious

“The one skill set that seems to have the most long-term value is curiosity,” was global sector leader David Vied’s top tip.

Be Crafty

Carving a great business out with your hands should not be overlooked, reminded HR Center of Expertise principal Louis Montgomery Jr. As he said, “We desperately need these folks.”

Stress Less, Strategize More

Senior client partner Matt Bohn advised, “Don’t stress about what the job market’s doing; instead, use it to your advantage. For example, those who understand how to really use AI may be propelled into bigger jobs quicker.”

For further advice on how to help develop your (or your children’s) career, see our article How to Manage Your Career.

Pain Points Podcast

How do you create a culture where everyone feels they belong?

The word "inclusion" may have become problematic recently. But every organization still needs to make people feel safe, respected and empowered if they're going to contribute fully and want to stick around.

So, on Pain Points with Jonathan Hancock this week, author and industry expert Eddie Pate shares vital tips for managers and leaders keen to get "belonging" right, to build workforces that achieve great things – together!

Subscribe Today

Video of the Week

A Leader's Guide to Risk Management With Dr Penny Pullan

Risk isn't a tick-box exercise – it's a fundamental business imperative. In this expert video, Dr Penny Pullan shares her guide to risk management for leaders.

Watch Now

News Roundup

This Week's Global Workplace Insights

Is the Sun Setting on the Digital Nomad Dream?

Laptop? Check. Suntan lotion? Check. Since Covid hit in 2019, the number of people chasing their dream to work somewhere hotter, cheaper and else has gone through the roof.

Around 18.1 million U.S. workers now consider themselves digital nomads, according to recruiters MBO Partners, a rise of 147 percent since 2019.

Adventure seekers posting pictures of exotic locations, with laptops and cocktails hazily in view, fueled the phenomenon.

But U.K. newspaper The Guardian reported this month there may be trouble in paradise.

Freelance writer Emily Bratt told the paper she initially adored the lifestyle, but found, “It turned out that working in a cafe was still working in a cafe, whether you are in a Starbucks in Swindon or a beach bar in Bali.”

Italian project manager Caterina added, “I hadn’t accounted for all the extra admin the lifestyle entailed. We were always booking flights, finding accommodation, and muddling through in other languages – all while juggling full-time jobs.”

Reality? Check.

Crying: Shame or Strength?

You may have seen U.K. Chancellor Rachel Reeves crying at work the other day – live on TV in the Houses of Parliament.

Rachel had her reasons – trying to revive an ailing British economy, for one. Reactions ranged from it being a “sign that she was losing control,” to a more sympathetic idea that the tears were caused by a personal matter.

The BBC asked experts whether crying at work was a strength or a weakness.

Executive coach Shereen Hoban told them, "We've moved beyond the old-school idea that professionalism means leaving emotion at the door. In today's world, emotional intelligence is a strength, not a liability."

Career coach Georgia Blackburn added, “An employer that truly listens, shows compassion and understanding, is so much more likely to keep their staff motivated and happier in the long run."

But Chartered Management Institute chief executive Ann Francke warned, “There's still a bias in some workplaces that sees composure as strength and emotion as instability."

What would you do, how would you react if you saw someone crying at work? Our article When Tears Take Over will tell you all you need to know.

See you next week for more member-exclusive content and insight from the Mindtools team!