Burnout is no longer a personal problem…it’s a leadership issue.
As we move into 2026, a lot of organisations are still carrying the after-effects of constant change, high workloads, blurred boundaries, and economical uncertainty. Teams may look functional on the surface, but beneath that, exhaustion, disengagement, and quiet withdrawal are becoming increasingly common.
Managers sit at the centre of this. They are often the first to notice when something is off and just as often, the last to look after themselves.
Preventing burnout this year will require more than resilience training or wellbeing emails. It will require managers to be observant and model healthy behavior themselves.
Burnout doesn’t usually announce its arrival
One of the biggest challenges with burnout is that it rarely appears suddenly. It develops slowly, often hidden behind “being busy” or “just getting on with it”.
Common early signs in team members include:
- A drop in engagement or enthusiasm
- Increased irritability or withdrawal
- Difficulty concentrating or making decisions
- More sick days or frequent minor illnesses
- A noticeable change in confidence or communication
These signs are easy to miss, especially in high-performing employees who continue to deliver despite feeling depleted. Managers usually only intervene once performance drops, by which point burnout is already well established.
Watching your team isn’t micromanaging them, but they do need monitoring so changes in behavior and energy are noted.
When you ignore burnout…
When burnout isn’t addressed, the cost is significant. Productivity declines, errors increase, and team morale suffers. High turnover of employees often follows, along with long-term sickness absence that could have been prevented.
There’s also a psychological cost. Burnout is closely linked to anxiety and depression. Employees who feel unsupported during periods of strain are less likely to trust leadership and more likely to disengage emotionally, even if they stay in their role.
From a management perspective, this creates a cycle where depleted teams need more oversight, which increases pressure on managers, who then become more vulnerable to burnout themselves.
Managers are not immune, they’re at risk
Quite often, managers place their own wellbeing at the bottom of the list and absorb pressure from above, support their teams below, and rarely feel they have permission to slow down.
Most managers:
- Work longer hours than their teams
- Feel responsible for others’ stress
- Avoid taking breaks or annual leave
- Normalize exhaustion as “part of the job”
This mindset is dangerous because burnt-out managers struggle to lead effectively. Decision-making becomes reactive, their patience wears thin, and they lack emotional availability. Even with good intentions, a manager who is exhausted can’t offer solid support.
Why your behavior sets the tone
Teams take their cues from their managers, often unconsciously. If a manager regularly works late, responds to emails at all hours, or never takes time off, the message is clear: this is what commitment and work looks like here.
On the other hand, when managers set boundaries, take breaks, and speak openly about workload and wellbeing, it sets the tone for others to do the same.
So, modelling behavior is powerful. A culture that protects against burnout is built less through supportive strategies and behavior.
Ask yourself:
- Do I encourage rest but never take it myself?
- Do I reward output at the expense of sustainability?
- Do I check in on workload, or only on results?
Small shifts in how managers show up can have a significant impact on team wellbeing.
Practical ways managers can reduce burnout risk in 2026
Preventing burnout is going to take consistency and some realistic expectations.
Here are some practical steps to try:
Regular check-ins with your team
Simple questions like, “How are you coping with workload?” or “What feels most stressful right now?” can open the door to meaningful conversations.
Pay attention to any changes
A reliable employee becoming quiet or irritable may be signalling strain, even if their work remains strong.
Encourage realistic workloads
Unrealistic deadlines and constant urgency exhaust people. Where possible, prioritise, and stagger demands.
Normalize time off
Encourage breaks, annual leave, and switching off outside work hours…and do the same yourself.
Know when to escalate support
Managers can’t be expected to fix everything, so signposting to occupational health, HR, or mental health support is all part of responsible leadership.
Looking ahead
Burnout will always be a threat to any worker, but the difference between organizations that struggle and those that adapt will lie in how well managers are supported to support their teams.
Watching your team is about care including looking after yourself.
When managers are attentive and willing to protect their own wellbeing, teams are more capable of doing good work over the long term.
*All conversations with our team are strictly confidential.
PVD Psychological Associates specialize in college mental health, anxiety, depression, eating disorders, trauma, LGBTQIA+ issues, and relationship difficulties.
We also see clients for a range of other issues.
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