If there’s one thing leaders are guilty of, it’s believing burnout is something that happens to “other people” – the ones who can’t keep up, or simply aren’t made of strong enough stuff. The reality, which I recently discussed in a conversation with Dr Claire Plumbly, is rather different. Burnout, especially in busy professionals, is rarely dramatic: it creeps in, masquerading as high achievement, while undermining health, engagement, and performance.

Burnout isn’t always a ‘crash’

Ask most leaders what burnout looks like and you’ll hear stories of breakdowns and weeks off sick. But as Claire explained, burnout exists on a continuum. Many people are functioning at what appears to be a high level, still delivering results, yet privately feeling exhausted, detached, or demotivated. This ‘functional burnout’ is easy to miss – easy to ignore, even – especially when output remains. But underneath, the nervous system is overloading and recovery is getting harder.

Four sets of warning signs give the game away, if we look closely enough: physical symptoms (tension, headaches, frequent illness), cognitive fixation on problems, emotional narrowing (oscillating between low mood and irritability), and behavioural coping (doom scrolling, extra drinks, retail therapy). If your team – or you – are ticking one or more boxes, don’t wait for the big collapse. The earlier you act, the less costly it becomes.

Why high performers are at risk

The culture of rewarding outcomes, regardless of the cost, is deeply embedded in many organisations. Both leaders and teams get stuck on a treadmill of achievement, fuelled by external validation and internal drive. In fact, appearing outwardly successful often masks chronic stress. Rather than asking “Am I burnt out?” perhaps the better question is, “What am I sacrificing, and for how long can I keep going?”

Leadership means proactive self-care – and modelling it

Here’s what many overlook: sustainable self-care isn’t just about pedicures or two-week holidays in the sun. In leadership, it’s about rhythms – the ability to pause, reflect, and manage transitions, not run flat-out until you can’t go anymore. The most impactful leaders build regular check-ins into their schedule, ask themselves what they need to recover and realign, and create boundaries by design (not just when there’s nothing left in the tank). Meetings at ten past the hour, a day marked for deep work, and micro-pauses between tasks – these aren’t luxuries, they are essentials.

You might say, “But I don’t have time.” The real question is, can you afford not to?

It’s not just about workload

Burnout has six key contributing factors – only one of which is workload. The rest? A lack of community, fairness, control, rewards, and alignment with values. If you’re demanding more and more without sufficient gratitude, flexibility, or connection, you’re fuelling the problem. The absence of genuine one-to-one conversations, care, and curiosity makes matters worse.

Leaders should ask themselves: Are we making space for informal conversations, genuine human connection, and emotional safety? Are we modelling boundaries, or sending emails at midnight and glorifying exhaustion?

Rethinking success

Ultimately, high performance isn’t about constant output – it’s about setting clear boundaries, caring for your own wellbeing, and nurturing your team. Success should be defined not by visible effort or sacrifice, but by achievement that leaves space for recovery, relationships, and a life outside the office.

Want to reduce burnout in your team? Start by shifting your mindset: Instead of asking how you can do more, ask how you can create safety to pause. Progress begins with small changes—choose one today. Be the leader who models rest, reflection, and sustainable success. Your team – and your future self – will thank you.

Let’s talk about how you can put this into practice in your organisation – get in touch