Imagine your top-performing employee—the one who always has a creative solution and never misses a deadline—suddenly starts arriving late, staying silent in meetings, and producing work riddled with errors. You might assume they have lost interest or become "lazy," but the reality is likely far more serious: they are burning out.
Burnout is no longer just a buzzword used in HR meetings; it is a global crisis. Since 2019, the World Health Organization (WHO) has recognized burnout as a diagnosable occupational syndrome resulting from chronic workplace stress that has not been successfully managed. The stakes for leaders are incredibly high. Low employee engagement, often a direct result of burnout, costs the global economy nearly $9 trillion every year—roughly 9% of the global GDP.
For managers, preventing this state of exhaustion is not just a "nice-to-have" wellness initiative; it is a business-critical responsibility. Teams suffering from burnout are more prone to mistakes, have lower morale, and face higher turnover rates, which ultimately damages the organization's long-term success.
According to the sources, Canada.ca (the official website for the Government of Canada) defines job burnout as a pressing concern across all levels of the federal public service. The sources highlight that while burnout manifests in individuals, it is actually a stress response to systemic or workplace issues. Consequently, Canada.ca emphasizes that burnout requires a systemic organizational response, noting that interventions at the organizational level are significantly more effective than those at the individual level.
To understand the urgency, we must look at the data. Burnout has reached historic levels across almost every industry.
Burnout is a state of physical, mental, and emotional exhaustion caused by prolonged stress. It is important to distinguish it from everyday stress. While rest can usually alleviate normal stress, burnout persists even after time off or a good night’s sleep.
The WHO identifies three key dimensions of the syndrome:
Burnout does not happen overnight. It is a "slow burn" that often begins in a "Honeymoon Stage" where an employee is highly motivated but may begin neglecting self-care to meet high demands. As a manager, you are the front line of defense. You must look for subtle behavioral shifts before they escalate into habitual burnout:
Employees rarely announce they are burning out. Instead, they withdraw. Watch for once-engaged team members who start skipping optional social events, staying silent during brainstorming sessions, or avoiding team chats. In remote settings, this might look like short, delayed replies or "disappearing" from group channels.
If a team member who was previously collaborative becomes short-tempered, dismissive, or increasingly sarcastic about company goals, they are likely struggling. This cynicism often stems from a feeling that their work is meaningless or that they lack control over their outcomes.
When energy is spent on daily survival, there is none left for detail. You may notice a sudden uptick in "sloppy" mistakes, missed deadlines, or a lack of initiative for new projects. Sometimes imposter syndrome adds to this by making them doubt themselves, even when they are doing fine.
The body often reacts to stress before the mind acknowledges it. Frequent complaints of tension headaches, muscle pain, sleep disturbances, or frequent "minor" illnesses (like colds) are major red flags.
The root causes of burnout—heavy workload, lack of support, and unfair treatment—are largely within a manager’s control. Here is how you can build a "burnout-resistant" culture.
Feeling overwhelmed is a leading cause of burnout. Use SMART goals (Specific, Measurable, Achievable, Relevant, and Time-bound) to break large, intimidating projects into manageable tasks. Regularly audit your team’s capacity to ensure no one is consistently working weekends or late nights to keep up.
Psychological safety means team members feel safe to speak up about being overwhelmed without fear of being seen as weak or incapable. Model vulnerability by sharing your own stress management techniques. When an employee admits they are struggling, listen empathetically and focus on finding solutions, such as re-allocating tasks, rather than judging their performance.
In our "always-on" digital culture, employees feel pressured to respond to messages at all hours. Managers must set the tone. Stop sending emails at midnight; if you do, your team will feel they must respond. Encourage the team to have their own boundaries: disconnect completely during annual leave and respect designated "core hours".
Micromanagement is a fast track to stress. Give your employees ownership over how they achieve their goals. Flexible work arrangements—such as remote options or adjusted schedules—allow people to work during their natural energy peaks, which boosts both morale and productivity. Remote workers report 31% engagement compared to 23% for on-site workers, largely due to this increased flexibility.
Make sure your team knows what resources are available. This could include mental health days, or subscriptions to mindfulness apps. Highlighting these resources reduces the stigma associated with seeking help.
Don't wait for a formal review to ask how someone is doing. Use weekly 1:1 meetings to discuss not just project updates, but also workload and "mood". Simple questions like, "What's on your plate that feels overwhelming?" can open the door to a life-saving conversation.
Employees are significantly less likely to burn out when they feel their work has meaning. Reinforce how their individual contributions help the company’s mission. Additionally, be specific and genuine with praise. Feeling undervalued is a major stressor; public recognition or even a simple thank-you note can replenish a team member's emotional reserves.
You cannot pour from an empty cup. Managers suffer from burnout too, often at higher rates than those they lead because they are "stuck" between the demands of their bosses and their teams. To protect your team, you must first protect yourself. Take your own vacation days, log off on time, and practice the boundaries you preach. When you lead by example and your team sees you prioritizing your well-being, they feel empowered to do the same.