The Biggest Mistake Leaders Make When Supporting Burnt Out Employees

Kelly Walker • November 4, 2024

Burnout is a serious issue across workplaces, impacting both productivity and personal well-being. When supporting a burnt-out team member, leaders have a critical opportunity to make a difference — but many make a common, well-intentioned mistake: assuming they know what the employee needs rather than directly asking them.


Assumptions about how to support an employee can lead to unintended setbacks. For example, reducing responsibilities might seem helpful but could remove tasks that the employee finds meaningful or energising. Without asking, leaders risk taking actions that may ultimately frustrate or disengage the employee further.


Why Assumptions Miss the Mark in Burnout Support


Burnout is a deeply personal experience, and no single approach will work for everyone. Leaders who try to “fix” burnout by acting on assumptions may inadvertently worsen the situation, sending messages that feel dismissive, undermining and demotivating. Here are some common examples of how assumptions can backfire:


  • Assuming a lighter workload will help: Automatically reducing tasks may unintentionally communicate that the leader doesn’t have confidence in the employee or sees them as a burden.
  • Assuming they need “easier” tasks: Reassigning an employee to low-stakes work may feel like a demotion if those tasks lack purpose or meaning for them.


A well-meaning leader can unintentionally add to the stress or isolation felt by the employee. To truly support, it’s essential to ask rather than assume.


The Power of Asking: How to Create a Supportive Dialogue


The best way to avoid assumptions is to engage in an open, respectful conversation. Rather than “fixing” burnout through assumptions, start by asking the employee what they need. This not only validates their experience but gives them control over their own path to recovery. Here are some questions that can foster a supportive dialogue:


  • “What tasks or aspects of your role feel energising for you right now?”
  • “Are there specific challenges or stressors that feel overwhelming?”
  • “How can we adjust your responsibilities to better support you?”


These questions demonstrate a willingness to listen and help the employee feel heard, ultimately leading to more effective support.


Identifying Energising vs Exhausting Tasks


Another risk of assumptions is removing tasks that are actually fulfilling for the employee. Burnout doesn’t mean every part of their job is overwhelming — often, some aspects remain rewarding. Understanding which tasks energise versus drain them can guide balanced recovery support. This approach also empowers the employee to retain some control over their work experience.


For instance, if mentoring others brings purpose, keeping this in their role could aid recovery. Conversely, discussing ways to manage or reduce certain administrative tasks might ease their burden.


Establish a Safe Space for Ongoing Conversations


Supporting an employee through burnout requires ongoing dialogue, not a single conversation. Regular check-ins provide the opportunity to adjust support based on what’s working and what’s not. This consistent communication shows that the team values wellbeing and creates a culture where speaking up about challenges is welcomed and respected.


By maintaining an open, adaptive approach, leaders reinforce their commitment to the employee’s wellbeing, creating a supportive environment for both the individual and the broader team.


Avoiding Assumptions & Supporting Recovery


The biggest mistake leaders make when supporting burnt-out employees is assuming they know what’s best without asking. By opening a conversation and inviting the employee to share what they need, leaders can avoid unintended setbacks and offer meaningful support.


Burnout recovery is a journey, and compassionate, individualised support can make all the difference. Through open communication and a commitment to understanding each employee’s needs, leaders can foster a healthier, more supportive environment for everyone on the team.


At Prospera Consulting, we understand the toll that burnout can take, and we’re here to support you on your journey to recovery. Remember, you don’t have to navigate this alone. Reach out, take that first step, and give yourself the care and compassion you deserve. Your wellbeing is worth it.

Creating an Emotional System: How Emotions Shape Behaviour and Drive Performance

By Kelly Walker • December 9, 2025
When we talk about performance in organisations, we often jump straight to strategy, KPIs, frameworks, or capability. But underneath all of that sits something more fundamental - something we rarely name, yet feel every single day. Emotion . Every organisation has an emotional system. Some are intentional and healthy. Most are unspoken, unmanaged and left to chance. The Emotional Culture Deck (ECD) gives leaders a way to make that system visible - and shape it in a way that genuinely improves how people show up, interact and perform. Why Emotional Systems Matter Emotions drive human behaviour. Behaviour drives team culture. Culture drives performance. It’s simple, but profound. Whether we acknowledge it or not, our emotional experiences determine: how we collaborate how we make decisions how we respond to pressure how safe we feel to speak up how we navigate conflict how deeply we trust one another When a team’s emotional system is intentional, supportive and well understood, people are able to work in ways that are healthier, clearer and more productive. When it’s not, the cracks eventually show - disengagement, burnout, conflict, confusion or high turnover. Making the Invisible Visible One of the most powerful aspects of the ECD is that it brings emotional systems out of the shadows . Through simple but thoughtful prompts, leaders and teams identify: the emotions they want to feel more often the emotions that get in the way the behaviours that support or hinder performance the rituals and habits that bring the desired culture to life This turns emotion from something “soft” or abstract into something tangible and strategic - something leaders can actively influence rather than merely react to. From Emotion → Behaviour → Performance When teams articulate the feelings they want to foster - trust, calm, curiosity, confidence - the natural next step is to explore the behaviours that express those emotions in practice. For example: If we want people to feel supported , what behaviours must leaders consistently model? If we want to reduce feelings of overwhelm , what rituals or boundaries need to be put in place? If we want to encourage innovation , what emotional conditions make risk-taking feel safe? This is where performance is born. Not in dashboards or strategy documents - but in the daily micro-behaviours shaped by how people feel. Leaders Set the Emotional Tone Leaders play a central role in any emotional system. Their presence, energy, clarity and behaviour create emotional ripple effects across teams -often referred to as emotional contagion . When leaders are grounded, consistent and emotionally self-aware, teams are more likely to feel safe, engaged and motivated. When leaders are stressed, reactive or disconnected, those emotions spread quickly too. ECD work helps leaders recognise their role as emotional “signal senders” - shaping the emotional climate long before a word is spoken. Why Emotional Systems Improve Performance When teams design an intentional emotional system, they create the conditions for: clearer communication stronger relationships healthier conflict better decision-making more sustainable performance reduced burnout greater trust and psychological safety High performance doesn’t come from pushing harder. It comes from designing an emotional system that enables people to do their best work without breaking themselves in the process. Final Thought The future of leadership isn’t just strategic - it’s emotional. When we design emotional systems with care, intention and humanity, we shift how people feel, how they behave, and ultimately, how organisations perform. And that’s the real power of the Emotional Culture Deck. It gives us a language - and a toolkit - to lead in a way that feels better and works better. Leadership is about many things - strategy, performance, accountability - but at its heart, it’s about people.

Leadership Awareness: The Hidden Key to Employee Wellbeing

By Kelly Walker • November 17, 2025
We often talk about wellbeing programs, flexible work policies and mental health days - but the single greatest influence on how people feel at work isn’t policy. It’s leadership. According to Gallup’s State of the Global Workplace 2025 report, managers account for 70 per cent of the variance in team engagement . That means how you lead - your tone, your presence and your choices - directly shapes how others experience their hours at work over a lifetime. This article explores the powerful connection between leadership behaviour and employee wellbeing, and offers practical steps to create workplaces where people can truly thrive. Background and Context Modern workplaces are busier, faster, and noisier than ever. Microsoft’s Workplace Index 2025 suggests that: • 40% of employees check email before 6 a.m. • 29% check again around 10 p.m. • On average, people send or receive 117 emails every day. • Workers are interrupted roughly every two minutes - more than 275 times a day. It’s no wonder that nearly half of employees (48%) and over half of leaders (52%) say their work feels chaotic and fragmented . In that context, wellbeing isn’t a 'nice to have' - it’s an organisational necessity. Challenges and Implications The evidence is clear according to Gallup’s State of the Global Workplace 2025 Report: only one-third of employees who are disengaged at work say they are thriving in life overall. But half of employees who are engaged at work report thriving in life. Engagement at work and wellbeing in life are deeply intertwined. Engaged employees are also less likely to report daily negative emotions such as stress and anxiety. So when leaders influence engagement, they’re not just improving performance metrics - they’re improving people’s lives. Why Leadership Awareness Matters We spend a significant portion of our lives at work. The quality of those hours shapes our mental, emotional and physical health. Leadership awareness determines whether those hours feel draining or energising. It determines whether people disconnect each day feeling valued or depleted. When leaders model balance, empathy and boundaries, they create conditions for sustainable performance. When they don’t, burnout spreads faster than any virus. The Human Factor: Emotional Contagion Psychologists call it emotional contagion - the way emotions spread through groups like ripples in a pond. When a leader shows up stressed, anxious, or exhausted, the team senses it. Meetings feel heavier. Collaboration feels harder. Conversely, a calm, energised leader creates psychological safety, trust and optimism. I’ve experienced both sides. During my own burnout, I thought I was hiding it - but my team felt the tension. Later, when I modelled healthy boundaries, they began doing the same. That’s the ripple effect of leadership awareness. So what can we do to ensure our leadership is having a positive influence on workplace wellbeing? Model Healthy Boundaries Leaders set the cultural tone through what they do, not what they say. If you’re replying to emails at midnight, you’re signalling that 'always on' behaviour is expected - even if you insist otherwise. Schedule messages to send in the morning. Leave work on time. Protect weekends. Boundaries aren’t indulgent; they’re instructive. Create Micro-Habits for Balance Small, visible habits make wellbeing real: take lunch away from your desk, go for a short walk between meetings, pause for mindful breathing before starting a call. When leaders practise micro-recovery moments, it legitimises rest for everyone else. Normalise Conversations about Energy Instead of asking only 'How’s the work going?', try 'How’s your energy this week?' or 'What’s feeling heavy right now?'. These questions open the door to genuine check-ins and signal that wellbeing is part of performance - not separate from it. Prioritise with Courage Leadership courage isn’t about saying yes to everything; it’s about protecting focus. Clarify what truly matters each week and make it visible to your team. When you narrow focus, you reduce overload and create psychological space for quality work. Lead with Openness Authentic leadership builds trust. That doesn’t mean oversharing; it means being real. Saying, 'This week’s been tough - I’m taking a short break to reset,' demonstrates strength, not weakness. It gives others permission to be human too. Conclusion Leadership is about many things - strategy, performance, accountability — but at its heart, it’s about people. Employees don’t just hear our words; they feel our presence. When leaders take care of themselves, they send a powerful signal: wellbeing is part of success, not separate from it. So ask yourself — what example am I setting for my team today? Because leadership awareness isn’t just about managing performance — it’s about shaping lives.

Beyond Bricks: Why LEGO® Serious Play® Belongs in Leadership and Team Development

By Kelly Walker • August 17, 2025
In a world where leadership and team development programs often rely on PowerPoint slides and long discussions, it’s easy for sessions to feel like just another meeting. But what if there was a way to unlock deeper thinking, spark real connection, and make ideas visible — all while having fun? Enter LEGO® Serious Play® (LSP) — a research-backed facilitation method that uses LEGO bricks to engage hands, minds, and hearts. It might sound playful (and yes, it is), but it’s far from child’s play. LSP is grounded in neuroscience and the theory of hand knowledge: when we build with our hands, we tap into different parts of the brain, unlocking creativity and insight that often stay hidden in traditional discussions. How Does It Work? Instead of asking participants to talk through a challenge or strategy, LSP invites them to build their thinking using LEGO bricks. Each person constructs a 3D model representing their ideas, experiences, or solutions, then shares the meaning behind what they’ve built. This approach ensures every voice is heard, not just the loudest in the room. The process fosters psychological safety , encourages inclusive participation , and helps teams uncover assumptions that shape behaviour. The models act as shared metaphors — powerful tools for building alignment, creating clarity, and solving complex problems. Why It Works LSP is effective because it blends creativity with structure. It’s based on the principles of constructivism (we learn best by making) and constructionism (making things externalises our thinking). It helps people move beyond habitual ways of seeing challenges, leading to: Deeper engagement — everyone participates, no one hides behind a laptop Inclusive conversations — every perspective matters and is represented Connection and trust — sharing stories through models builds empathy and understanding Breakthrough thinking — visualising problems and possibilities opens up new solutions Where Can It Be Used? LSP can be applied in leadership development, team culture workshops, strategic planning, change management, and even personal purpose work. It’s particularly powerful for: Aligning teams on values, vision, and strategy Building emotional culture maps and team norms Exploring leadership identity and purpose Navigating complex challenges where there’s no clear answer What This Means for Prospera Consulting’s Clients At Prospera Consulting, we’re committed to helping leaders and teams thrive through heart-centred, sustainable ways of working . We use a variety of proven methods — from coaching to creative facilitation — to spark insight, build connection and generate breakthroughs. One of these methods is LEGO® Serious Play®, because it brings those values to life. It’s inclusive, engaging and transformative , helping teams not only find answers but connect on a deeper level. When people feel safe to share, think differently, and co-create solutions, they experience what we believe leadership and teamwork should be about: collaboration, creativity and human connection .