Why it’s a tough but important topic

You’re probably a manager not because you signed up to be someone’s therapist, but because you want to build and grow a team, produce results, and move your business forward. That said, burnout among employees is not just a “personal” problem – it deeply affects performance, engagement, and turnover. Even if it feels a little awkward to step into what may sound like emotional territory, helping a burned-out employee is something that’s worth doing – for both humane and business reasons.

Ignoring burnout doesn’t just hurt that individual: it also hurts the company. People who are chronically stressed or emotionally exhausted don’t perform at their best. They may disengage, make more mistakes, or quietly start checking out. As a manager, acknowledging that risk and offering support can make a real difference.

The business cost of burnout

Burnout today is not a niche issue – it’s a global concern, and in the U.S. it’s particularly acute. According to a survey from June 2024, about 23% of U.S. employees rated their burnout level as “high” or “very high.” Other reports show even more alarming numbers: for example, in 2024, 51% of respondents said they’d experienced burnout in the past year, with mental and emotional stress being the top cause.

From a business standpoint, this can translate into serious costs. Burned-out workers are more likely to leave, less likely to be engaged, and productivity can suffer. Research suggests that stress and burnout contribute to absenteeism, disengagement, and turnover, presenting a strategic challenge rather than just a “soft” HR issue.

So while you may not be directly paid to counsel people, investing some of your time and emotional bandwidth into this is good leadership and smart business.

What you can actually do – 10 ways to help a burned-out employee

Yes, some of the responsibility for recovering from burnout lies with the person experiencing it. But as a manager and teammate, you absolutely can play a role. Here are ten concrete things you can do to support someone who’s struggling:

1. Create a cafe space to talk
   First, invite them to a one-on-one conversation where they feel safe to open up – not as an interrogation, but as a concerned peer. Ask open-ended questions: “How are you really doing?” “Which tasks feel overwhelming right now?” Let them speak without judgment.
2. Normalize the conversation
   Make it clear that stress and burnout are not personal failures. Share (if appropriate) that many people struggle, including leaders. By doing so, you reduce the stigma, and they’re more likely to bring issues to you rather than withdraw silently.
3. Review and adjust workload together
   Sit down and map out what they’re doing. Are there tasks or projects that could be deprioritized, delayed, or redistributed? Is someone else on the team better equipped for certain parts? You might need to push back on deadlines or reallocate.
4. Set clear boundaries
   Encourage (and model) healthy boundaries. For example, agree that after a certain hour, there will be no “urgent” messages unless it’s truly urgent. Support them in switching off – this could mean respecting “do not disturb” hours or explicitly blocking time for rest.
5. Promote micro-breaks and recovery time
   Encourage short, frequent breaks during the workday. A five-minute walk, a coffee break, or simply stepping away from the desk can make a surprisingly big difference. Also, check whether they’re taking their vacation days or if they feel they “don’t dare” use them – and encourage real rest.
6. Offer flexible or adjusted work arrangements
   If possible, explore changing their work pattern temporarily: flexible hours, reduced workload (for a while), or even remote/hybrid options if that helps. Sometimes being empowered to shape their work week less rigidly can alleviate a lot of pressure.
7. Connect them with resources
   Point them toward mental health or well-being resources your company offers, such as an Employee Assistance Program, external counseling, or mental-health days. If there are training or coaching opportunities, such as a stress management course, help them access them.
8. Build a support network
   Help them feel less isolated. Facilitate connections with peers, mentors, or “safe” people within the organization who understand. Sometimes just knowing there’s someone else who “gets it” makes burnout feel less crushing.
9. Model & encourage psychological safety
   Reinforce a culture where it’s okay to say “I’m struggling” without negative consequences. Recognize their vulnerability, express empathy, and thank them for trusting you. Make it clear that asking for help is a strength, not a weakness.
10. Follow up and track progress
    Burnout isn’t a one-off crisis; recovery takes time. Check in regularly (but gently) to see how things are going. Ask what’s improving, what’s not, and what still feels like too much. Adjust your support plan as needed.

Things you should avoid

Helping is great, but there are also missteps you want to steer clear of:

• Don’t minimize or dismiss their feelings by saying things like “everyone’s stressed” or “just push through.” That invalidates their experience.
• Avoid turning every conversation into a performance issue: burnout isn’t just about “not working hard enough.”
• Don’t promise “this will all be fixed tomorrow” unless you’re very confident you can reshape their workload. Empty promises backfire.
• Don’t force them into “wellness chatter” or mandatory positivity. Encouraging recovery is different from telling them they must be upbeat.
• Avoid gossiping about them with others – confidentiality is key. If you need to involve HR or higher management, talk to them together.

Why it matters – ultimately

By offering real support rather than lip service, you’re doing more than managing a problem: you’re cultivating trust, showing that you care for people, and strengthening your team’s resilience. Even though you’re not a therapist, you are a leader, and leadership sometimes means guiding people back from the edge.

If you help one burned-out person feel seen, supported, and cared for, you might not just save their role – you might also save their engagement, their creativity, and possibly their loyalty. That’s not just ethically right; it’s smart business. And who knows – maybe someday they’ll thank you for having the guts to ask how they were, and actually listening.

Photo: Freepik