At Success Labs, we work with leaders who care deeply about results—and equally about people. That’s why we’re challenging the outdated belief that overwhelm is simply the cost of doing business.

In honor of Mental Health Awareness Month, let’s talk about something many teams feel but few have the language for: burnout. What is it really? What does the science say? And how can we recognize and prevent it—before it costs us our health, our people, or our purpose?

Burnout: More Than Just Exhaustion

The World Health Organization defines burnout as a syndrome resulting from chronic workplace stress that has not been successfully managed. It’s characterized by three key dimensions:

1. Emotional exhaustion – feeling drained and depleted of emotional and physical resources.
2. Depersonalization – becoming increasingly cynical or detached from the job and the people involved.
3. Reduced personal efficacy – a growing sense that you’re no longer effective or making a meaningful impact.

“Burnout is not just about being tired. It’s a chronic mismatch between what people are asked to do and the resources they have available.”
— Dr. Christina Maslach, burnout researcher and co-creator of the Maslach Burnout Inventory

Burnout doesn’t just show up overnight. It builds gradually, often masked as “just a busy season”—until the stress becomes unmanageable. Left unchecked, burnout can lead to serious mental and physical health consequences, including depression, cardiovascular issues, and compromised immune function.

The 5 Stages of Burnout

Psychologist Herbert Freudenberger, who first coined the term in the 1970s, outlined a progressive model of burnout that still resonates today:

1. Honeymoon Phase – High energy, idealism, and commitment.
2. Onset of Stress – Realization that work demands exceed capacity.
3. Chronic Stress – Physical symptoms, anxiety, and changes in behavior.
4. Burnout – Disengagement, emotional numbness, and a drop in performance.
5. Habitual Burnout – Symptoms become chronic, affecting all aspects of life.

Understanding this progression helps us name what we’re feeling—and intervene earlier.

A Real Story: From Holding It Together to Letting It Out

A few months ago, I worked with a client—we’ll call her Jordan—who seemed like the definition of “high performer.” She led meetings with poise, delivered flawless reports, and always responded, “I’m fine!” when asked how she was doing.

But in one coaching session, after a particularly intense quarter, she paused and said: “I don’t feel anything anymore. I’m not sad. I’m not excited. I’m just numb.”

That moment? That’s burnout in stage four. And it’s more common than we’d like to admit.

Here’s the thing: some burnout is normal. A little bit of burnout can be a sign that something needs to shift—your pace, your priorities, your boundaries. It doesn’t always require a dramatic intervention, but it does deserve your attention. Ignoring it is what makes it dangerous.

Jordan’s breakthrough came not from pushing harder, but from stepping back. Together, we redesigned her workload around her energy, not just her hours. She started setting clearer boundaries, taking recovery days seriously, and asking for help before the crash.

She’s still doing big things—but now she feels like herself while doing them.

How to Spot Burnout in Yourself and Others

Burnout is sneaky. It shows up differently for everyone. But here are a few signs to watch for:

• You’re always tired, no matter how much sleep you get.
• You feel irritable or cynical, especially about work you used to enjoy.
• You procrastinate more or feel paralyzed by small tasks.
• You withdraw from social interactions or lose interest in hobbies.
• You dread Mondays—but even weekends don’t feel restful.

“Only 1 in 3 employees say their well-being is ‘excellent’—and employees who are thriving in well-being are 59% less likely to look for a new job.”
— McKinsey Health Institute, 2023

Leaders, this matters. Because burnout doesn’t just affect individuals—it affects culture, innovation, and long-term success.

What Leaders Can Do: From Overload to Empowerment

The good news? Burnout is preventable. But prevention requires a shift in how we define and support performance.

Try these four research-backed strategies:

1. Clarify What Actually Matters
When everything feels urgent, nothing is. Revisit priorities often. Make space for focused work. Help your team distinguish the mission-critical from the noise.

2. Redefine Productivity
Productivity isn’t about checking every box—it’s about creating value. Normalize rest, reflection, and recovery as part of high performance.

3. Build Psychological Safety
Create a culture where people can say, “I’m at capacity,” without fear of judgment. The earlier stress is voiced, the sooner it can be addressed.

4. Focus on Outcomes, Not Output
Rather than rewarding those who take on the most tasks, reward those who deliver the most impact. Make “working smarter” more than a cliché.

Organizations that support well-being see 3x more engaged employees and 5x more trust in leadership.
— Deloitte, The Workforce Well-being Imperative

From Theory to Practice: What Our Clients Are Doing

Here are a few real-life strategies our clients have adopted:

• Hosting quarterly workload check-ins to reset priorities
• Building in recovery time after major deliverables
• Replacing vague goals with clear, measurable success criteria
• Practicing behavioral accountability—without blame
• Encouraging use of mental health days proactively, not reactively

“Burnout thrives in silence. Communication isn’t just a leadership skill—it’s a protective factor.”
— Success Labs Coaching Insight

These aren’t just nice-to-haves—they’re business strategies. Empowered teams don’t just feel better. They work better.

The Bottom Line

Burnout isn’t a weakness—it’s a warning sign. And when we take that sign seriously, we open the door to more sustainable, more human performance.

At Success Labs, we believe in people-first leadership. Because when your team feels seen and supported? That’s when real success happens.

By: Melissa Thompson