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As the Learning Engagement Director at Idea Learning group, Lisa develops client relationships, manages client projects, creates instructional design, and measures results. Lisa’s passion is measurement metrics, she enjoys measuring success with hard data in addition to behavioral feedback. She is fascinated by both the intended and unintended business impact learning can have on an organization.

Lisa Rebagliati

Burnout is pervasive in today’s professional world, particularly among leaders. In fact, DDI’s research reveals that 72 percent of leaders report feeling used up at the end of every day, with rates even higher among women and minorities. It’s no wonder given the relentless demands they face—balancing packed schedules, coaching teams, executing initiatives, and shaping strategy—all on top of personal responsibilities.Given these pressures, HR professionals cannot afford to ignore burnout. Its long-term effects can be damaging for your leaders and organization: retention drops, quality of work declines, and for leaders, physical and mental health can suffer.The good news is that burnout isn’t inevitable. By providing the right environment and tools, HR can play a critical role in supporting leaders and preventing burnout.Ahead, we’ll explore three important ways you can prevent leader burnout: cultivating psychological safety, providing personalized training and support, and developing a strong leader pipeline.Build a Culture of Psychological SafetyTo create a resilient workplace, begin with culture. An organization’s culture profoundly influences how people behave and feel about their work.Protecting leaders from burnout requires cultivating an environment where they (and their teams) feel empowered to give candid feedback, collaborate effectively, and voice dissenting opinions without fear of retaliation. These behaviors thrive in a culture defined by psychological safety, empathy, transparency, and ethical integrity. Between deadlines and high-stakes presentations, occasional stress is unavoidable. However, when organizations lead with empathy, they see higher employee engagement and productivity, and lower rates of burnout.HR should establish and maintain workplace norms that encourage psychological safety and empathetic leadership.Strategies for HR to foster a psychologically safe culture include: Consistently champion and reinforce organizational values.Model vulnerability and transparency from leadership. Implement processes for safe escalation of concerns. Hold all employees accountable for ethical standards. Celebrate actions that reflect the desired culture. Provide Personalized Development for LeadersDeveloping capable leaders is another powerful way to prevent burnout. The key? Start by assessing each leader's strengths and growth areas to focus on development needs.Today’s leaders can’t wait for comprehensive 360-degree assessments that only appear every few years. They need immediate, objective feedback on exactly what to continue doing and where to adjust to support their development. One-size-fits-all training that doesn’t target specific needs only contributes to their time crunch and burnout risk. With real-time assessment results, HR can provide highly relevant, targeted development, giving leaders tools and a safe environment to practice their skills ahead of challenging situations.DDI’s research has identified seven critical skill areas that are associated with lower rates of burnout: Empathy Coaching and Delegation Influence Leading Change Leading Virtual Teams Driving Inclusion Developing Future Talent HR is uniquely positioned to help leaders address skill gaps to not only improve their capabilities but also reduce burnout risk. Finally, consider incorporating peer learning into your development program. While leadership can be isolating, bringing together leaders who face similar challenges helps build empathy, strengthen networks, and encourage mutual learning and coaching for shared growth.Develop the Pipeline of Emerging LeadersA plan to protect leaders from burnout wouldn’t be complete without designing a strategy to cultivate future leaders within the organization.As experienced leaders become overburdened, HR can ease their workload by building a robust pipeline of emerging talent. Nurturing future leaders not only provides growth opportunities that retain top performers but also ensures a steady supply of skilled leaders who can step in and share the responsibilities. Try these strategies to strengthen your leadership pipeline: Leverage a strategic, data-driven approach to identifying high potentials.Identify and develop high-potential talent at all levels.Focus on leadership potential—not just performance—by carefully observing critical skills like interpersonal skills, coaching, and building trust. Roll out development initiatives to nurture emerging leaders, including formal training, stretch assignments, and coaching.ConclusionHR's role in preventing leader burnout extends beyond crisis management. By fostering psychological safety, offering tailored development, and cultivating a strong talent pipeline, HR can proactively build a sustainable, high-performing workplace where leaders truly thrive.For more on preventing leader burnout, visit our blog, Understanding Burnout Culture: 10 Ways Leaders Can Reduce Workplace Stress, and discover how leaders can fight burnout at work.

3 Keys for Preventing Leader Burnout

Are leaders on the same page as their employees? Some recent findings suggest otherwise. A 2024 workplace survey by Arbinger (go.arbinger.com/trends-report-2024) highlights this gap between leader and employee perceptions of workplace challenges. The data reveals that while executives may feel confident in their efforts, employees often feel undervalued, overlooked, and disconnected. If left unaddressed, this disconnect can harm organizational culture, productivity, and success. In this blog post, we’ll look at how to bridge this gap by fostering trust and engagement. Executive-Employee Disconnect: Key FindingsThe survey underscores the divide between executive and employee perspectives:Executives are 2.5 times more likely to believe their organizations provide ample opportunities for growth and skill development.They are nearly 3 times more satisfied with efforts addressing employee well-being.They are more than 3 times more satisfied with company communication and collaboration.Despite these positive executive views, only 22 percent of employees reported high job satisfaction. This stark contrast highlights the need for talent development professionals to bridge the gap between leadership and employees.Causes of the DisconnectOne significant reason for this disconnect is the lack of regular communication between leaders and employees. Research shows that fewer than half (43 percent) of organizations regularly facilitate these critical conversations. Without ongoing dialogue, executives remain out of touch with employee needs, leading to lower engagement, diminished growth, and a weakened organizational culture.When employees feel unseen or unheard, they often disengage, resulting in reduced productivity and stifled innovation. Fostering open communication and understanding should be a top priority for leaders to build stronger relationships and improve workplace dynamics.Bringing Humanity to the Workplace: A Path to ReconnectionA key way to bridge this gap is by bringing humanity to the workplace. When employees feel valued as individuals rather than just workers, trust and engagement increase. Consider these simple yet effective practices to empower leaders to shift their mindset:Know employees beyond their roles: Engage in personal conversations to understand their aspirations and challenges.Reflect on your impact: Regularly assess how your actions affect others and make necessary adjustments.Avoid assumptions: Miscommunication often stems from assumptions. Leaders should focus on clarifying facts and fostering open dialogue.The Leadership Qualities Employees ValueArbinger’s survey findings revealed that employees desire certain characteristics in their leaders, the top answers being:TrustworthinessAccountabilityActive listeningRecognition of contributionsAdaptability and passionBy embracing these traits, leaders can build trust and bridge the disconnect, boosting employee engagement and satisfaction.The survey also revealed the importance of psychological safety, with 41 percent of employees fearing negative consequences for speaking up. This fear stifles creativity and collaboration. Leaders who prioritize creating a safe environment for open communication enable their teams to voice ideas and concerns, driving innovation and improving performance.Empathy-Driven LeadershipEmpathetic leadership is crucial to reducing workplace disconnect. By adopting a more human-centered approach, leaders can create environments where employees feel heard and valued. Practical steps include:Show appreciation: Regularly recognize employee contributions.Take responsibility: Admit mistakes and model accountability.Be a good listener: Listen to employee concerns and feedback without judgment.Balance workloads: Monitor employee stress levels and provide support as needed.Foster psychological safety: Ensure employees feel safe speaking up without fear of retaliation.Moving Forward: Bridging the GapClosing the gap between leadership and employees requires time and effort. However, by prioritizing communication, empathy, and trust, organizations can transform their culture. Talent development professionals play a vital role in guiding this process and supporting leaders as they work toward building more inclusive, connected, and productive teams.

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