Blogs

If stepping away for a week would cause things to fall apart — you haven't built a team. You've built a bottleneck. Here's how to change that.

Ever find yourself thinking, “It’ll be faster if I do it myself”? That one thought, acted on enough times, can become a fast track to burnout. Lately, I’ve heard leaders who are trying to hand off more responsibility say some version of: “I know I need to delegate better, but it’s just so hard.” They know they need to delegate more. The part that often gets overlooked is how much past experiences with delegation shape their willingness to try again. Why delegation feels risky

As a leader, how can you help other people when you are already dealing with your own burnout? That is one of the questions I hear most often. Part of the answer may begin with understanding the emotional weight leaders carry when they are regularly supporting other people through stress and difficulty. In some cases, that strain may develop into compassion fatigue. Most leaders say they stepped into leadership because they wanted to help people grow, develop, and achieve the

Taking on too much — because you don't trust others to do it right — isn't dedication. It's a burnout pattern wearing the mask of responsibility.

Feeling indispensable sounds like a compliment. But it's one of the biggest contributors to burnout — and one of the hardest traps to get out of.

Meaningful recognition is one of the most effective antidotes to burnout. But it has to be specific, consistent, and real — not performative.

The belief that you can speak up, share ideas, and admit mistakes without fear of punishment. It's the foundation that makes everything else possible — and the one most organizations underinvest in.

Saying no isn't refusing to be a team player. It's being honest about what you can actually deliver — and protecting the quality of your work in the process.

I walked away from a job I loved because neither my leader nor I had the language to talk about what was happening. That conversation doesn't have to end in silence — or in someone leaving. Here's how leaders can show up for employees who are burning out, before it's too late.

I talked about my burnout to my husband, my friends, myself — anyone who would listen. And every time, I felt a little better. Which is exactly the problem. Here's the five-step framework that actually moves you from stuck to momentum.

A burnout-resistant life isn't the one that looks good from the outside. It's the one that actually fits. Most of us spend years wearing the tailored dress, the life everyone says we should want while quietly suffocating in it. Here's how to choose the frumpy one instead.

Sometimes a new job is exactly what's needed. And sometimes it's a band-aid. Here's the difference — and your part in it.

The door can be wide open. If employees don't feel safe walking through it, burnout still wins.

Rest is not a reward. It's a survival tool. And practicing it weekly is one of the most powerful things you can do to prevent burnout.

Quick fixes only go so far. The only way to actually deal with burnout is to stop avoiding what's driving it — and face it.

Most leaders don't know how to start a burnout conversation with employees. Here's how to make it easier — and more effective.

Admitting you're tired isn't a sign of weakness or incompetence. It's part of the beautiful, necessary experience of being human — and it's one of the first steps back from burnout.

Burnout isn't just a mental experience. It lives in the body — and the most effective interventions start there.

Surviving a hard season takes more than endurance. Here's how to build a flexible, intentional plan for making it through — and maybe even finding some joy along the way.