How do you know when someone on your team is struggling?
The truth is, there isn’t a simple answer.
Some employees become withdrawn, others become irritable, and some continue performing at a high level while struggling quietly behind the scenes. There isn’t a single set of warning signs because burnout doesn’t affect everyone in the same way.
For leaders, understanding burnout isn’t about learning to identify one list of symptoms. It’s about recognizing that every employee’s experience is unique and creating an environment where meaningful conversations and support are possible.
Burnout Isn’t One-Size-Fits-All
There is no single burnout experience. It can look different, stem from different causes, and require different solutions. It can also vary across different levels of an organization, where responsibilities and pressures often differ.
Rather than looking for a checklist of symptoms or assuming one solution will work for everyone, effective leaders take the time to understand the individual behind the situation. Supporting employees isn’t about treating everyone identically. It’s about responding thoughtfully to each person’s circumstances while maintaining a consistent commitment to their well-being.
Look for Changes, Not Symptoms
There is no universal checklist for identifying burnout. Instead of trying to diagnose it, focus on recognizing when something has changed.
Every employee has their own way of working, communicating, and interacting with others. Someone who is naturally quiet may not suddenly become withdrawn because they’re struggling. Someone who is typically engaged and collaborative, however, may become noticeably less communicative or enthusiastic. The key is understanding each employee’s normal behaviour so you can recognize meaningful changes over time.
For example, an employee who is usually engaged during meetings may suddenly become quiet and disengaged. Someone who consistently meets deadlines may begin missing them, or an employee who is normally positive and collaborative may seem unusually frustrated or withdrawn. These changes don’t automatically indicate burnout, but they do signal that something may be different.
Rather than jumping to conclusions, view these changes as an opportunity to begin a conversation. Observation is an important first step, but it should never be the only step.
Recognizing that something has changed is only the beginning. As we discuss in How Are You “Really”? Why You Need to Care About and Care for Your Employees, meaningful leadership comes from taking the time to genuinely understand how your people are doing rather than relying on surface-level interactions.
Don’t Assume You Know the Cause
Burnout doesn’t happen for the same reason in every situation. Workplace demands, personal circumstances, and major life changes can all contribute, and for many employees, it’s a combination of factors.
One of the biggest mistakes leaders can make is assuming they already know why someone is struggling. Two employees may display similar behaviours while experiencing completely different circumstances.
It’s also important to recognize that employees differ in how comfortable they are discussing personal challenges. Some are naturally open about what’s happening in their lives, while others prefer to keep personal matters private. Leaders don’t need to know every detail to offer meaningful support. Respecting those boundaries while remaining approachable helps build trust over time.
Rather than trying to determine the cause before speaking with someone, approach the conversation with curiosity instead of assumptions. The goal isn’t to have all the answers. It’s to better understand what support may be needed.
Create Space for Honest Conversations
By the time burnout becomes obvious, it has often been developing for weeks or even months. That’s why regular conversations matter.
Employees are far more likely to speak openly when trust has been built over time rather than only when a problem arises. Regular one-on-one meetings provide an opportunity to discuss workload, priorities, challenges, and professional development before issues become overwhelming.
In our blog, How to Maximize One-on-Ones with Your Team, we share practical strategies to help leaders make these conversations more meaningful, strengthen relationships, and identify concerns before they escalate.
Meaningful conversations go beyond simply asking, “How are you?” They involve active listening, thoughtful follow-up questions, and creating an environment where employees feel comfortable sharing what they’re ready to share.
Not every employee will openly admit they’re struggling, and leaders should never expect them to disclose personal information they’re not comfortable discussing. The objective isn’t to know everything happening in an employee’s life. It’s to create a workplace where people know they can ask for support without fear of judgment.
Support the Person, Not Just the Problem
Once you’ve identified that an employee may be struggling, the next step isn’t finding the “right” solution. It’s working together to determine what support would be most meaningful.
There is no single response that works for everyone. What helps one employee may not be effective for another because their responsibilities, circumstances, and challenges are different.
Effective leaders understand that consistency doesn’t mean responding to every situation in exactly the same way. It means approaching every employee with the same level of care, respect, and willingness to listen while remaining flexible enough to provide support that reflects the individual’s needs.
Depending on the situation, support might involve adjusting priorities, providing additional resources, increasing flexibility, encouraging the use of available support programs, or helping employees develop a realistic plan to manage competing demands. Sometimes, simply asking, “What would be most helpful right now?” opens the door to solutions that leaders may never have considered.
Lead a Workplace Where People Feel Supported
Burnout isn’t always preventable, but workplace culture has a significant influence on how quickly concerns are recognized and addressed.
Leaders who encourage open communication, set realistic expectations, recognize accomplishments, and regularly check in with their teams create an environment where employees feel comfortable raising concerns before they become overwhelming. Those everyday interactions often make a greater difference than any single initiative or wellness program.
Supporting employees also requires leaders to recognize their own well-being. Leadership brings its own pressures, and it’s difficult to support others when you’re running on empty yourself. In The Emotional Labour of Leadership in Uncertain Times, we explore why caring for your team also means recognizing the importance of caring for yourself.
Leading with Empathy and Understanding
Recognizing burnout isn’t about becoming an expert at identifying symptoms. It’s about understanding that every employee’s experience is different and responding with empathy, curiosity, and flexibility.
The most effective leaders don’t rely on assumptions or one-size-fits-all solutions. They build relationships, encourage honest conversations, and create an environment where employees feel respected, supported, and comfortable asking for help when they need it.
When leaders focus on understanding the individual rather than simply addressing the problem, they’re better equipped to support their people, strengthen their teams, and build healthier, more resilient workplaces.
