Your teammate is struggling with burnout. How can you help them improve their work performance?

First, I focus on empathy over efficiency. I create a safe space to talk and understand what's driving the burnout. Then, I look at ways to lighten the load, prioritize better, or delegate where possible. Sometimes, just helping them see what not to focus on makes a big difference. Regular check-ins, short breaks, and recognizing small wins help them reset and gradually get back on track with better energy and clarity.

Burn-out is often closely linked to a person's life history and personality. Focus on helping your teammate to gain clarity about his mental state as well as finding solutions for improving his mental health. Do not put yourself in the position of a saviour, but help your teammate to save himself from drowning further into the burnout state and to take actions for improvement.

Start by listening, not fixing. Burnout isn’t solved with pressure — it’s eased with presence. Create space, show empathy, and help lighten the load where you can. Performance follows well-being.

Support a colleague who is experiencing burnout by starting an empathic conversation to understand their issues and concerns. Encourage them to prioritise chores and set manageable objectives to minimise overwhelm. Encourage breaks and flexible working options to aid healing. Offer support in transferring duties or locating resources to alleviate strain. Create a supportive environment by acknowledging their efforts and offering positive encouragement. Make regular check-ins to verify development and well-being. This technique strikes a balance between empathy and realism, allowing them to enhance their performance over time.

Sometimes just asking, “How are you really doing?” can open the door to real support. Leading with empathy to really understand them. Then, I’d work with them to figure out what actually feels heavy right now — and what we can take off their plate. Burnout doesn’t mean they’re failing; it means something isn’t working, and that’s a team problem, not just theirs. My goal would be to create safety, clarity, and space so they can feel like themselves again before we talk about performance if that is really the issue.

Start by lending an empathetic ear — sometimes, venting is the best therapy. Encourage short, guilt-free breaks and help them prioritize tasks (not everything is DEFCON 1. Share their load where possible and advocate for realistic deadlines. Suggest wellness resources or counseling if available. Keep the humor alive — burnout hates laughter! Most importantly, remind them: “You can’t pour from an empty cup.” A recharged teammate is a high-performing one. Pro tip from Harvard Business Review (2023): Teams with open emotional support systems see a 22% improvement in performance under stress.

Spend the time to talk to them. Understand what is going in their life and see if you can provide support. Talk to them about something that isn't work related - something that you know they enjoy. There is a power in happiness and positivity that is under rated in the business world. People work their best when they feel good about themselves and the people they are working in. It's hard to burn out in a positive environment.

Just be a good friend and coworker. Check in with them, really listen, and see if you can take some work off their hands. Remind them to take breaks and look after themselves. If things are too much, maybe help them talk to the boss about it. Let them know they're doing a good job, and be patient. It takes time to feel better. Basically, show you care and want to help them feel less swamped.

Have an open and honest conversation with your teammate. Express your concern and listen to their experiences without judgment. This can help them feel understood and supported. If possible, help redistribute tasks among the team to lighten their load. This can provide immediate relief and prevent further stress. Supporting a teammate struggling with burnout is crucial for their well-being and overall team performance.

When someone’s burned out, purpose tends to fade. One of the first things I ask is, Is there any part of your work that still feels meaningful or energizing? Even if it’s small, we try to make space for more of that. Another thing that really helps? Backing off non-essential feedback. Even well meaning it can feel overwhelming when someone’s already stretched thin. Giving them room to work without pressure helps their nervous system settle and that’s when focus starts to return. And finally, I like to invite them into setting boundaries rather than guessing what they need. I’ll ask something like, What’s one boundary we can set this week to protect your energy but still keep things moving? It shifts the tone from pressure to partnership.

Once signs are recognized, start a dialogue. Not a formal check-in, but a genuine conversation. Ask how they’re feeling, what’s weighing them down. Sometimes, people just need to be heard. Listen without rushing to fix everything. A team that feels seen performs better. It’s not about pushing harder; it’s about building an environment where people can breathe and bounce back.

It’s important to recognize that not all rest is created equal. What helps one person recover might not be what someone else needs. Having an open, empathetic conversation with your teammate about what kind of rest they truly need - whether it’s physical rest, mental clarity, a break from social interaction, or simply space from constant stimulation - can make all the difference. When we get specific about what’s draining us, we can create the right conditions for real recovery and start to feel like ourselves again.

There is a proven theory that do any work for 25 minutes and take a small break of 5 minutes. Repeat this cycle for 4 times and take a long break for half an hour or an hour. This boost the productivity. I strongly believe and have realised that eceb a break of 5 minutes give another level of energy.

Having microbreaks through the day is key to not burning out. For someone that does not smoke I always found it hard to feel like I deserve a break. I began to find out how important these are. So making a tea, coffee or grabbing a water and having a chat around that area for 5 minutes is a great way to decompress for 5 minutes.

Encourage them to take regular breaks to recharge. Even short, frequent breaks can help prevent mental fatigue. You could also suggest stepping outside for a walk or practicing mindfulness. It’s important they feel it’s okay to step back and rest.

Breaks aren’t a luxury, they’re a necessity, especially in high-pressure environments. But beyond just suggesting a walk or a pause, modeling the behavior yourself can be powerful. When teammates see you respecting your own limits and stepping away when needed, it reinforces that it's not only okay but encouraged. Burnout often stems from a “push through it” mentality, so shifting the narrative to one of sustainability over nonstop hustle can make a real difference. Let’s normalize rest as a productivity tool, not a sign of weakness. A 10-minute reset can be more valuable than powering through an hour of mental fog.

It really depends on the person. Some people can’t turn off easily- the old brain keeps racing. In these cases I’d recommend working on something different- a change is as good as a rest, even better for people who can’t switch off.

Burnout isn’t a performance issue—it’s a signal. Start by listening with empathy. Then, help them cut the noise: reduce non-essential tasks, encourage real breaks, and focus on what truly matters. Sometimes, the best way to get someone back on track is by reminding them they don’t have to do it all alone.

After all of these...encourage breaks, not just time off, but real mental pauses during the day. A walk, a no-laptop lunch, a few quiet hours without back-to-back calls. These things sound small, but they help reset. A rested mind always performs better than an exhausted one.

If the workload is too much, offer to help or ask if there’s a way to redistribute tasks. Sometimes just knowing that their colleagues are willing to step in can ease the burden. You could propose temporary adjustments to make things more manageable.

It’s all about how the offer is framed. When done with genuine care and collaboration, redistributing workload can strengthen trust, not diminish confidence. Try something like, “I’ve got a bit of bandwidth, want me to handle X while you catch your breath?” It shows you’re looking out for them, not judging them. Also, this is a great moment for leaders to step in and reevaluate priorities. Sometimes, burnout is less about the person and more about the system. Sharing the load isn't about lowering standards, it’s about lifting each other up when it counts. That’s real teamwork.

Burnout isn’t always fixed by shifting tasks. It’s bred by unclear priorities and unspoken demands. When leadership doesn’t name and address the dysfunction, it feeds on the most disciplined people in the room.

Redistributing workload isn’t about lowering expectations, it’s about giving someone room to reset. When we ease the pressure, we protect performance long-term. It’s not a favor—it’s how sustainable teams thrive.

It helps to remember that self-care isn’t just bubble baths and yoga (though those can be great!). It’s also setting boundaries, saying no without guilt, and doing the things that recharge their battery, whatever that may be. Your role isn’t to prescribe a wellness plan, but to gently remind them that they deserve to feel okay. Even small nudges, like asking if they’ve had a real lunch break or suggesting a no-work zone after hours, can help shift their mindset. When we validate self-care as essential rather than indulgent, we help dismantle the burnout culture from the inside out.

One of the best ways you can support your team especially during high-stress times is by reminding them to take care of themselves. Whether it’s going for a run, hitting the gym, journaling, meditating, or just unplugging for a bit, those small resets can make a huge difference. I know I’m a better version of myself when I move my body, eat clean, and prioritize sleep (still working on that last one…). Self-care isn’t one-size-fits-all. Share what works for you, offer encouragement, but also give people space to figure out their own rhythm. Sometimes just leading by example is the most powerful thing you can do.

Self-care is essential, but it’s easy for people to overlook it when they’re burned out. Remind your teammate to get enough sleep, eat well, exercise, and take time for themselves. If possible, even suggest activities or hobbies outside of work to help them unwind.

When burnout hits, the last thing we think of is ourselves. But here’s what I often remind my clients: Your body is your best teammate—are you supporting it or sidelining it? Self-care doesn’t need to be a 2-hour spa ritual. It can be: ☕ Swapping that 3rd coffee for warm lemon water 🧘🏽♀️ Doing 2 minutes of functional breathing before your next meeting 🛏️ Committing to winding down 30 minutes earlier than usual I always say: start with one act that tells your body, “I’ve got you.” Because once your nervous system feels safe, clarity and performance come back online—naturally.

Is is best to care for yourself otherwise how can you expect to care for others! Also, it does not make you a great role model is you are not looking after yourself. For myself the gym is a great way to focus on myself, I put my headphones on and I am in my own bubble.

best ways you can support your team especially during high-stress times is by reminding them to take care of themselves go to have massage or make a relaxation session have some time beside sea.

If the situation is more serious, gently suggest seeking professional support, like talking to a counselor or coach. Mental health professionals can offer strategies to manage stress and burnout in ways that peers often can’t.

Hiring a stress management coach to help you assess your team's stress profiles as well as your overall organizational stress profile is invaluable. Having a clearer picture of each individuals stressors, stress tolerance points, stress responses and vulnerabilities is a logical first step towards being able to make choices that offer true support. Knowing this information for your organization as well will support you to make choices in alignment with your organizational values + addressing the most pressing stress issues. It's a win-win-win (you-your team-your org). Worth considering!