--- title: "HR Leaders Share Workplace Practices That Help Reduce Burnout" url: "https://chrodaily.com/qa/hr-leaders-share-workplace-practices-that-help-reduce-burnout/" author: "CHRO Daily" published: "2026-10-13" updated: "2026-10-13" --- # HR Leaders Share Workplace Practices That Help Reduce Burnout ## HR Leaders Share Workplace Practices That Help Reduce Burnout Burnout often grows from unclear priorities, constant interruptions, and workloads that exceed available time. HR experts share practical workplace practices that help teams set limits, reduce rework, and respond to changing demands. These simple changes can protect employee energy while keeping essential work on track. ### Enforce Swaps for Incoming Requests Rick Elmore, CEO, Simply Noted. The change that made the biggest difference for us was a rule that every person has a written "top three" for the week, and anything new that arrives has to replace something on the list, not get added to it. Burnout usually comes from invisible overload, where work piles up because nobody says what can wait. Managers also have a weekly 15-minute check-in with one question: what is the one thing that would take pressure off your week? Often it is a decision someone is waiting on or a meeting that should not exist. Fixing that quickly builds trust. We also protect focus time with no internal messages expected before noon on set days. Workload talks work best when they are routine, not a reaction to someone already running on fumes. *— [Rick Elmore](https://www.linkedin.com/in/rick-elmore), CEO, Simply Noted* --- ### Define Completion Standards to Eliminate Rework We introduced a shared definition of finished work that made a meaningful difference. A task was not complete simply because it was delivered, but also needed a clear owner for follow-up, documented decisions, and an agreed quality standard. This reduced the hidden rework that can quietly add pressure to already heavy workloads. It also gave everyone a clearer understanding of when work could be considered truly finished. Burnout can grow when work remains unclear because people keep checking, revising, or protecting themselves from missed details. We supported the norm by giving examples of what good enough looked like before work began. We also closed projects properly instead of letting loose ends carry into the next day. The result was less duplicate work, fewer lingering tasks, and better capacity without asking anyone to work faster. *— [Christopher Pappas](https://www.linkedin.com/in/christopherpappas), Founder, eLearning Industry Inc* --- ### Move Routine Updates Out of Meetings HR leaders can protect capacity by changing the meeting norm managers impose on a busy team. We made asynchronous work the default. Weekly updates went into written reports, task discussions stayed with the work, and decisions had a recorded owner. We cancelled calls with no agenda and kept live meetings for blockers or decisions that needed discussion, with only the people required to resolve them. If a short call would settle an issue faster than a long message thread, we still took the call. The change cut recurring meeting time and gave people clearer written context. A lighter calendar doesn't tell a manager whether someone has room for another assignment, though. In our capacity checks, we count work outside the client task list, including support for new colleagues and candidate interviews, before accepting another assignment. The meeting rule and the capacity check serve different purposes: one removes avoidable interruptions, while the other exposes commitments managers might otherwise miss. For HR leaders, I'd make the cancellation rule explicit to managers and ask them to review the full set of commitments when assigning work. When an employee says they're at capacity, look at the meetings and the less visible duties alongside the delivery tasks. The manager can defer or reassign work before accepting a new request. Start with the calendar and commitments already promised, then decide which obligation moves. *— [Roman Surikov](https://www.linkedin.com/in/roman-surikov), Founder & CEO, Ronas IT | Software Development Company* --- ### Match Duties to Employee Strengths People who are carrying too much rarely say so. What I notice first is a dependable person getting quieter, and by that point the stress has been there for months. If HR waits for a complaint, they'll usually be late, so my advice is to help managers get ahead of it. A practice I've used successfully, and now coach other leaders to use, is sitting down with job descriptions and comparing them to each person's talents and interests. Where the fit is poor, we adjust roles and duties. I've found people wear down faster doing work that doesn't suit them, even when the hours are reasonable. On my own team, this practice has led to better retention and stronger performance. HR is in a good spot to lead that kind of review since they can see roles across the whole organization. The trouble is that a review like that goes stale. Jobs change and so do people. I keep mine current through monthly one-on-one check-ins. I meet with every leader who reports to me and ask what's on their plate and what ought to come off, and I ask whether the role still fits. Everyone gets the same questions, so it feels ordinary and no one thinks they've been flagged. I get more honest answers that way than I would if I only asked the people who looked tired. What I coach leaders on most is acting on what they hear. When someone tells them they're carrying too much, I want the two of them to go down the list together and decide what can stop and what can move. Then the leader makes those changes. An overloaded person shouldn't be handed the job of fixing their own overload. One other habit helps. Our leadership team meets every week to go over projects in progress, and this is where we develop an understanding of each others current workloads. I add one caution. When somebody is overloaded, it's tempting to shift their work to the next most reliable person, and then you have the same problem with a different name on it. Some of the work has to end, and the leader needs to say that out loud. An HR leader who wants to try this could start with a single team. Sit down with the manager and compare what each job description says with what each person is good at and wants to be doing. Take care of the worst mismatch, then add a workload question to the one-on-ones that manager already holds. *— [Gearl Loden](https://www.linkedin.com/in/gearl-loden-lodenleadership), Leadership Consultant/Speaker, Loden Leadership + Consulting* --- ### Forecast Delivery With Confidence Ranges Employees often burn out not from a single heavy period, but from repeated promises that the next sprint will be easier. When relief never arrives, people stop trusting plans and begin conserving emotional energy. That withdrawal can look like disengagement, even when it is a rational response to unreliable commitments. The change I recommend is forecasting capacity with a confidence range, not a single date. Commitments are described as likely, possible, or at risk, with assumptions visible. This discourages leaders from converting uncertainty into overtime. HR can ask what changed when forecasts miss. The answer may involve staffing, approvals, or priorities, but should never default to personal sacrifice. Trust grows when plans acknowledge reality early enough to change it. *— [Marc Bishop](https://www.linkedin.com/in/dwsmarcbishop), Director, Wytlabs* --- ### Set Reply Windows Across Time Zones The change that made the most difference was saying out loud when a reply is actually expected. We work across several time zones, so someone is always awake and sending messages. With no stated norm, people answered everything as it arrived, because answering felt like being reliable. The strain wasn't only the volume of tasks; it was the constant sense of being on call for all of them. So we separated requests by consequence. Registry and regulatory deadlines get priority and a named owner. Routine client queries get a defined turnaround that isn't "immediately". Everything else waits for the recipient's next working day, and the senior people follow the same rule where the team can see it, including short breaks between time zones rather than one unbroken day. The manager practice that supports it is reviewing workload by deadline, not by how busy someone looks. A shared calendar of filing dates across jurisdictions shows overload weeks before it arrives, which is the only point at which you can still move work calmly. Burnout rarely comes from the hard tasks. It comes from never knowing which messages can wait. *— [Andrew Izrailo](https://www.linkedin.com/in/andrew-izrailo), Senior Corporate and Fiduciary Manager, Astra Trust* --- ### Rank Essential Outcomes Each Monday I've managed distributed engineering teams across multiple time zones for years, and on my teams the single biggest predictor of burnout always came down to ambiguity about what mattered on any given week, far more than workload volume. My engineers could push hard when they knew exactly which deliverables counted and which ones could wait. They fell apart when every task felt equally urgent and nobody was prioritizing on their behalf. The one change that made a difference for my teams was a weekly top-three practice at the manager level. Every Monday, each manager sits with their direct reports and names the three outcomes that matter most that week. Everything else gets acknowledged but explicitly deprioritized. If someone finishes their three, they can pick up extras or take a breath. That ritual gave people permission to say no to low-priority requests without guilt, because they could point to an agreed-upon list. Workload didn't shrink, but the sense of drowning did. My engineers stopped context-switching between 12 open threads and started finishing things. If HR leaders want to intervene before burnout hits, they should check whether managers are doing this kind of triage every week. *— [Val Narodetsky](https://linkedin.com/in/valnaro), CEO, Odesa* --- ### Clarify Focus, Obstacles, and Roles To alleviate stress in the workplace, HR leaders can encourage managers to repurpose one of their team meetings to provide clarity on priorities, identify obstacles, and align on responsibilities. In the meeting the manager should communicate what the focus is and why it's a focus for the company, which helps team members recognize how their workload drives impact. Once the call to action is outlined, the manager should ask the team what clarity they need and what barriers they foresee getting in the way of their success. Then it's important to re-assess as a team how the individual strengths of team members can be aligned to the workload. This conversation is often overlooked, but burnout in the workplace is often driven by a lack of clarity, barriers or inefficiencies in the workstream, and a disregard for matching talents to tasks. *— [Jaclynn Robinson Ph.D.](https://www.linkedin.com/in/jaclynnrobinson), Founder | Organizational Consultant and Executive Coach, Nine Muses Consulting, LLC* --- ### Reserve Operational Buffers for Unexpected Surges Achieving an absence of burnout and even distress among staff is possible only if we give up reacting to employees' needs and focus instead on operational predictability based on sound planning of capacities and people's workloads. In sectors where people are under constant pressure due to high demands, combined with high throughput, stress increases rapidly when workers feel they do not have control over the workflow and communication is lacking. Thus, the most essential step to make by any HR or operational managers is to establish a clear policy concerning operational buffering and regular communication process. The importance of this policy was revealed in practice when we were managing call center operations with over 200 operators and found that it is not a single busy day or an event of a quarter that caused constant exhaustion of workers but rather the psychological burden of a large volume of messages. And this means that our approach shifted from 100-percent capacity planning to 80 percent capacity planning and we always left a fixed percent of 20 percent for recovery or unexpected spikes in volume. Another important aspect was the strict limitation of communication-it is required to do non-urgent communication and performance reviews only during the first and the last 30 minutes of shifts. With regard to the fact that we have implemented the approach mentioned above, our understanding of empathy definitions changed as well, as we are able to measure them in a new way and to see that employees' operational capacities are preserved. *— [Pratik Singh Raguwanshi](https://www.linkedin.com/in/pratiksinghraghuvanshi), Manager, Digital Experience, CXrove* --- ### Demand Explicit Trade-Offs for Urgent Work The norm I recommend is simple: every urgent addition requires an explicit subtraction. Managers should ask, "What are we delaying, delegating or dropping?" rather than expecting the employee to absorb everything. A visible workload board should show owners, deadlines, blockers and capacity before managers assign new work. This turns overload into a planning issue the manager owns, not a resilience failure the employee must hide. *— [Darren Tredgold](https://au.linkedin.com/in/darren-tredgold-4ba03a127), General Manager, Independent Steel Company* --- ### Delay After-Hours Messages Until Morning And the manager is usually where it starts. A lot of the stress on our team came from timing rather than volume. HQ is in Dubai while most of the team works remotely across India, 90 minutes ahead of us. A message typed at a Dubai dinner table lands in someone's India evening, where it gets answered because nobody wants to look slow. We changed a single norm for managers. Anything written after 7 in the evening India time goes out on scheduled send for the next morning. The workload itself did not shrink. People stopped working a second shift you could not see on any timesheet. I doubt HR could have written that rule for us, since it had to come from the people doing the sending. Half the team's inbox now fills up at 10 am. *— [Sahil Agrawal](https://www.linkedin.com/in/sahilagrawal26), Founder, Head of Marketing, Qubit Capital* --- ### Probe Employee Energy Drains The most impactful change we made at Pigment was teaching managers to ask about energy, not just output. The standard check-in asks "how is the project going?" That tells you about the work. It tells you nothing about the person. We added a simple question to every one-on-one: "What drained you most this week?" Not what was hardest. What drained you. Those are different things. Hard work that matches how someone naturally operates can be energizing. Easy work that fights against their rhythm is what creates burnout. When managers started asking that question consistently, patterns emerged fast. One engineer was getting drained not by the complexity of his work but by context switching between four projects. Another team member was exhausted not from workload but from too many unstructured meetings. The fixes were straightforward once the real problem was visible. The norm shift that mattered: we stopped treating burnout as a workload problem and started treating it as a fit problem. People do not burn out because they work too much. They burn out because they are working in conditions that conflict with how they function. An HR leader who helps managers see that distinction will prevent more burnout than any wellness program or PTO policy. Understanding the person is the intervention. Everything else is symptom management. *— [Kenneth Shen](https://linkedin.com/in/shenkenneth), CEO, Founder, Pigment* --- ### Reset Commitments Before Stress Escalates “As a founder, I've learned that heavy workloads don't turn into burnout overnight. They become burnout when teams stop talking honestly about capacity. In building and operating Steven Mitts Services, the biggest lesson has been that growth only works when communication, prioritization, and systems scale together. The management practice that has made the biggest difference for me is a weekly workload reset. Every person answers three questions: What is mission-critical this week? What is stuck? What needs to be moved, automated, delegated, or killed? That gives leaders a chance to adjust the system before people start quietly drowning. In high-growth companies, capacity should be managed with the same discipline as revenue, pipeline, or cash flow. If someone is overloaded, the answer is not always to work harder. Often, the better leadership move is to remove low-value work, tighten priorities, or build a smarter process around the person. This approach is reflected in the Founder Operating System we implement for clients, which includes custom automation workflows and AI operators. The team norm I push hard is this: no one gets rewarded for suffering in silence. Raising your hand early should be treated as good judgment, not weakness. The companies that scale well are not the ones that ask people to carry more forever. They are the ones that build cleaner priorities, better rhythms, and operating systems that help people work smarter before stress becomes a crisis.” — Steven Mitts, Founder & CEO, Steven Mitts Services *— [Steven Mitts](https://www.linkedin.com/in/steven-mitts-6318a675), CEO, Founder* --- ### Normalize Mutual Coverage and Logoffs The most useful change is making coverage a normal part of the team rather than a favor someone has to ask for. People hesitate to admit they're overloaded when stepping back means a colleague has to scramble. We built that into how we work. One of our key tech support people plays in a band, and every first Friday he leaves early. Everyone else covers, and that's simply expected. In return, when a call comes in on our emergency line on a Saturday morning, he's there. He's been with us ten years, and supporting his life outside work hasn't hurt us at all. Managers also need to be realistic out loud. Clients under pressure pass that stress on to staff, and a team that believes it must make everyone happy will wear itself out. Sometimes the right message is, "You did your best. Let's do what we can and move on." For remote teams, people also need permission to log off. It's hard to turn off the computer at home. I've learned over the years that there's always tomorrow, and when leaders show that it's okay to step away, the rest of the team is more likely to do the same. *— [Lisa Bennett](https://www.linkedin.com/in/lisa-bennett-102b8412), Director, Sales & Marketing, DoJiggy* --- ### Map Tasks Against Available Hours The change I'd push is putting the workload in writing so it's visible before anyone feels buried. A standard turnover clean in my line of work is a list of 116-plus tasks, and every person on the crew can see it. So when someone says a job is too heavy, nobody argues about feelings. You count the tasks against the hours and see what doesn't fit. Most offices have no version of that. The work lives in people's heads, and the person carrying the most usually says the least. Managers only see the pile when something drops. I'd have HR get every manager to keep a shared written list of what each person owns, and look at it weekly. Then when a new project lands, the manager has to say what comes off. Adding without removing is how one heavy week turns into a heavy quarter, and the quiet ones burn out first because nobody hears it coming until they've already checked out. *— [Carolyn Vasquez](https://www.linkedin.com/in/carolyn-vasquez-42a51a44), Founder, Ready Rental Cleaning* --- ### Conduct Monthly Stop-Doing Reviews Burnout prevention improves when managers treat overload like an operational risk, not an individual resilience issue. In security work, early warning matters because small signals are cheaper to address than a full incident. The workplace equivalent is recurring late handoffs, rising rework, skipped reviews, and people becoming reluctant to ask clarifying questions. HR can train managers to read these patterns as capacity signals rather than performance flaws. One practice I have seen work is a monthly stop-doing review. Each team identifies one obligation to retire, simplify, or automate before accepting new commitments. This establishes that subtraction is responsible management, and gives employees evidence that raising workload concerns leads to action. *— [Sherif Koussa](https://www.linkedin.com/in/sherifkoussa), CEO, Software Secured* --- ### Convert Capacity Alerts Into Decisions The change I recommend most to HR leaders is small: make "I'm at capacity" a normal sentence in weekly check-ins, and make the manager answer it with a trade-off, not sympathy. Most burnout I see in clients didn't start with too much work. It started with work that kept being added while nothing was ever taken away. People rarely say "I'm drowning." They say "sure, I'll take it," because in most teams that's the only answer that feels safe. So the norm has two parts. First, every one-on-one includes one question: "What's on your plate that we should pause, push or hand off?" Asking it every week matters. When it's routine, saying "too much" stops sounding like a confession. Second, when someone does say it, the manager's job is to decide on the spot what drops, even if that's just moving one deadline. Sympathy without a trade-off teaches people that speaking up changes nothing. The early signs HR can train managers to notice are quieter than exhaustion: someone who used to push back stops pushing back, replies come at 11 pm, a usually curious person stops asking questions. That's the moment to reduce load, before the sick days start. Valentina Lipskaia Clinical Psychologist & Founder Dzeny, dzeny.com *— [Valentina Lipskaia](https://www.linkedin.com/in/lipskaiavalentina), Founder, Dzeny* --- ### Rebalance Plans as Demands Change I have found that one of the most useful workload practices is to revisit priorities whenever something new becomes more important. Rather than assuming every existing task should remain unchanged, I look at what can reasonably move, what can wait, and what still needs attention. That keeps the conversation focused on priorities rather than on the employee's ability to absorb more work. It also gives people clearer direction when demands change. The meaningful difference comes from making that reprioritization explicit. Employees do not have to guess which deadline matters most or try to keep every task at the same level of urgency. For me, the goal is to make workload planning more flexible and realistic. When priorities shift, the plan should shift with them so employees have a clearer path forward without unnecessary pressure. *— [Jennifer Hogshead, BA](https://www.linkedin.com/in/jennifer-hogshead), Director of Finance and Human Resources, New Waters Recovery* --- ### Surface Work Employees Would Drop Workload conversations usually happen too late, after someone's already checked out. The change that made the most difference for us was making "I can't take this on right now" a normal sentence, not a confession. When we were running Pageloot with a small team across multiple time zones, the unspoken norm was that everyone would figure it out. Nobody flagged overload until they were already gone in spirit. We lost one good developer that way, and by the time we noticed, he'd mentally moved on weeks earlier. The fix wasn't a wellness program. It was a weekly async check-in with one specific question: what's the one thing on your plate you'd drop if you could? Not "how are you doing" -- that gets a fine every time. A specific forced-choice question gets a real answer. Two things happened. Managers saw where work was actually concentrating, not where they assumed it was. And people got used to naming friction out loud before it compounded. The second piece was protecting that input. If someone flags something and nothing shifts, they stop flagging. One response to one flagged item, even a small one, built more trust than any policy change we made. Burnout rarely announces itself. It accumulates in the gap between what someone carries and what they feel safe saying. *— [Siim Kostabi](https://www.linkedin.com/in/siim-kostabi), CEO, Pageloot* --- ### Review Aging Backlogs for Blockers We encourage leaders to watch the age of work, not just the volume entering the team. Burnout can hide in tasks that linger because they need judgment, coordination, or permission to stop. An aging backlog is often a management signal rather than a sign of poor performance. Looking at how long work remains open can reveal pressure that regular workload counts may miss. We use an oldest-item review during manager meetings to understand what keeps work open. Instead of asking why people have not moved faster, we ask what decision, dependency, or standard is causing the delay. This shifts attention from individual pace to the constraints around the work. It also makes stopping feel acceptable when older tasks should be closed instead of carried forward as a source of stress. *— [Brian Lebeau](https://www.linkedin.com/in/brian-lebeau-b7773a1), CEO, Attic Projects Company* --- ### Give Staff Room to Regroup One change I've found useful is giving employees a brief reset after an unusually demanding period before immediately adding another high-priority task. In my experience, even a short pause can help people regain focus and approach the next responsibility more deliberately. The point is not to stop the work or create a formal process around every stressful moment, but to recognize when someone has just handled something especially demanding and allow a little room before piling on the next priority. That reset can be as simple as a short break, a few minutes to regroup, or a quick check-in about what needs attention next. I've found that this kind of flexibility can help employees stay more focused and consistent over the course of a long day while also showing that managers are paying attention to the intensity of the work, not just the volume. *— [Matthew Marshall](https://www.linkedin.com/in/matthew-marshall-b20700219), Program Director, Marietta Springs* --- ### Institute Post-Surge Recovery Periods I'm James Hartley, a relational strategist and executive psychotherapist. I work with FTSE-level organisations during major transformations and acquisitions, resolving the relational challenges leaders face with each other and with the people they manage. My work spans in-depth relational diagnostics, team interventions, and one-to-one senior advisory work with C-suite leaders. Recently, I worked with a leadership team at a FTSE-listed company where we implemented a change to their team norms, something we called "Landing the plane". Following an intensive period of work, the team is told that effort and pace will be significantly reduced for an allocated period of time. This allows them to recover, then build back up to a normal baseline of good working effort, ready for another intensive period if needed. Historically, nobody had allocated recovery time for this group of leaders and the teams they managed, and their culture had begun to perversely normalise high-intensity work, mistaking momentary exceptional effort for the long-term expected norm, and perceiving anything short of excellence as a failure. What made the difference was watching how the business doesn't fall apart when the team shifts gear. In practice this meant letting some things go unfinished and telling clients, customers or service users to expect delays over the next couple of weeks. The challenge was getting people to actually slow down. Leaders found that despite being directly told to ease up, some team members would still go above and beyond, work late, or even start creating problems that they didn't need to solve in order to still feel productive. They were dealing with people's dopamine reward pathways which were creating the feeling that something might go catastrophically wrong should they relax. Leaders needed to keep an eye out for these people because their resistance to slowing down made them most likely to burn out. Landing the plane therefore, always feels a little bumpy. *— [James Hartley](https://www.linkedin.com/in/james-hartley-relational-strategist), Relational Strategist , Hartley Consulting * --- ### Cap Consecutive Shifts Before Exhaustion In hourly, shift-based workforces the burnout problem usually isn't visible in a survey. It's visible in the schedule. We work with security guard companies, and when we look at a company with high turnover, the same pattern shows up: the same three or four reliable people get every open shift, every callout, and every double, because the scheduler phones the person who always says yes. Those are the people who quit at month nine. The one change that made a real difference for the operators we work with: stop treating "who will say yes" as the coverage plan. Put a simple rule in the schedule and enforce it before a shift is confirmed, not after payroll shows the overtime. Typical versions are a cap on consecutive days, a minimum rest gap between a late shift and an early one, and a weekly-hours check that flags anyone drifting past their normal load. Then broadcast open shifts to everyone who is eligible instead of calling the usual suspects. Two things happen. Overtime cost drops, which gets the finance side on board, and the reliable people stop being punished for being reliable. Managers also lose the excuse of "I didn't know he'd done six nights in a row," because the schedule tells them before they confirm it. *— [Gurjot Atwal](https://www.linkedin.com/in/gurjot-atwal), Founder & CEO, Novagems* --- ### Remove Administrative Friction First "Most employee burnout isn't caused by the primary core work itself, but by 'invisible administrative debt', constant tool-switching, status updates, and reactive context-switching. The single most effective manager practice we've seen shift team norms is replacing retrospective status-update meetings with a weekly 'Capacity-First 1-on-1'. Instead of asking 'What did you accomplish this week?', managers open every 1-on-1 with two specific operational questions: 'What are your top 3 non-negotiable priorities for this week?' 'What is one meeting, dashboard update, or secondary task we can pause or delete to clear focus time for those priorities?' By requiring managers to actively subtract work before adding new mandates, workload management becomes a shared operational responsibility rather than an employee's personal endurance test. When leadership gives explicit permission to drop low-impact friction, stress stops compounding into burnout." *— [Dave Storey Beng (hons), MSc](https://www.linkedin.com/in/dave-storey-0053b111), Founder, The HR Stack Guide* --- ### Require Assignment Reality Checks Early in my career, I was the peak "say yes" employee. If there was a project, I took it, because I thought that's how you got ahead. Eventually it caught up with me: I was juggling several large projects, and a key deadline fell through the cracks. A deadline that impacted my team, my organization, and my job performance. I felt terrible. I wasn't lazy or disorganized. I wasn't disengaged; I was too engaged! I just couldn't keep up, and no one, including me, stopped to ask whether I should. That's when it hit me: the problem wasn't the heavy workload. It was that nobody was helping me prioritize it. I didn't feel like I could say "what should get moved to make this the priority" to anyone, so I was trying to do that on my own, which meant everything and nothing were the priorities. I make sure that's never the case, now that I lead a team. We end meetings with a five-minute gut check. We walk back through the to-do list and ask, "Is this realistic in the timeline we just set?" We create space for us to say no to that question and then discuss how we can adjust. My advice to HR leaders: train managers to ask one question every time they assign new work: "What else is on your plate that might need to shuffle?" Don't wait for employees to raise it. I never would have, and your high achievers won't either. They'll quietly absorb everything until they burn out and leave. *— [Kourtney McCauliff](https://www.linkedin.com/in/kmccauliff), President, Purple Ink LLC* --- ### Related Articles - [People Leaders Share How They Pace HR Change to Reduce Fatigue](https://chrodaily.com/qa/people-leaders-share-how-they-pace-hr-change-to-reduce-fatigue) - [24 Ways to Restructure Workloads to Decrease Burnout: How to Measure Success](https://chrodaily.com/qa/24-ways-to-restructure-workloads-to-decrease-burnout-how-to-measure-success) - [20 Policies That Effectively Reduce Workplace Burnout and Their Measurable Impact](https://chrodaily.com/qa/20-policies-that-effectively-reduce-workplace-burnout-and-their-measurable-impact)