Facilitating open conversations about burnout and stress

This World Mental Health Day, leaders of all stripes must be better at addressing a challenge that has become increasingly prevalent across industries: burnout, writes Raechel Gavin.

The pressures of modern work, coupled with the unpredictability many businesses have faced in recent years, have made it difficult for employees to maintain a healthy balance between their professional and personal lives. Burnout has emerged as one of the most significant issues for workplaces, not just as a personal challenge but also as a systemic one affecting team productivity, morale, and overall wellbeing.

Forty-nine per cent of the 2,000-plus Australian and New Zealand employees surveyed in Sonder’s latest report said they have “often or always” felt exhaustion or burnout in the last 12 months. And 52 per cent reported their mental wellbeing as being average to very poor. This reflects a global trend where job stress, combined with ongoing economic pressures and lack of investment in building capacity to support work/life recovery strategies. This has led to what many are calling a burnout epidemic. The causes are multilayered: intensity of work, lack of support, poor management of work-life, and external stress.

As leaders, we must recognise the important role we play in identifying and mitigating burnout. One of the most impactful actions we can take is to start open, honest conversations with our teams. This is not only about addressing individual cases but also creating a culture where mental health is prioritised and underlying issues relating to stress are understood and managed collectively. But talking about burnout can be daunting. How do we, as leaders, approach such sensitive and vulnerable conversations? How can we create an environment where our employees feel comfortable opening up about a topic on their struggles?

Here are some practical tips for workplace leaders on how to have these crucial discussions:

1. Lead by example

As leaders, we set the tone for the entire organisation. If we want our teams to talk about burnout, we must model that behaviour ourselves. This starts with acknowledging the existence of stress and burnout openly and sharing our own experiences if appropriate. By normalising these conversations, we help break down the stigma associated with mental health issues in the workplace. Leaders who are honest about their own challenges send a powerful message: it is OK to talk about burnout, and seeking support is a sign of strength, not weakness.

2. Create a culture of safety

For employees to feel comfortable discussing their mental health, they need to know that it is safe to do so. This means fostering a non-judgemental culture where confidentiality is respected. Signalling key messages in meetings and or one-to-one check-ins can be particularly effective. A good practice is to ask open-ended questions such as, “How are you really feeling about your workload?” or “What can I do to support you better?” What work can be paused or stopped? Listen attentively, without interrupting, and resist the urge to jump straight to solutions. Designing workflows that offer both peaks and troughs.

3. Promote flexibility

One of the biggest contributors to burnout is a lack of control over one’s time. As we’ve seen in our research at Sonder, employees who have more autonomy over their schedules tend to report lower levels of stress. Encourage flexibility where possible – whether it’s allowing employees to work from home, offering flexible hours to better manage family, exercise or other interests, or even taking a mental health day when needed. Flexibility shows employees that their wellbeing is valued just as much as their productivity and supports engagement and retention.

4. Normalise mental health days

Mental health days should not be treated differently from physical sick days. Many employees may feel hesitant to take time off for mental health concerns, worried it may be seen as a sign of weakness or lack of commitment. As leaders, we need to set a precedent by encouraging people to take time off when they need it and actively promoting the idea that mental health is just as important and equal to physical health.

5. Provide access to resources

It is vital that leaders go beyond conversations and provide practical support. This includes ensuring employees have access to mental health resources and care pathways. At Sonder, we’ve found that when employees are aware of the mental health support available to them, they are more likely to reach out and seek help before burnout takes hold. Remind your teams regularly about the resources at their disposal, and ensure they know how to access them easily and confidentially.

6. Check in regularly

Burnout isn’t something that occurs overnight – it builds over time. This means that regular check-ins are key to catching the early warning signs. Rather than waiting for formal performance reviews, create space for frequent, informal conversations. Ask your team how they are managing their workload, life changes and whether they feel their stress levels are sustainable. By addressing issues early on, you can intervene before they escalate into a full-blown issue.

7. Take action

It’s not enough to simply talk about burnout – action is required. If an employee expresses concerns, work with them to develop a plan to alleviate some of the pressure. This might mean redistributing tasks, providing additional training, or offering more time for breaks. Whatever the solution, employees need to see that their concerns are taken seriously and that steps are being taken to support them.

As we observe World Mental Health Day, let’s remember that addressing burnout is not just a short-term task. It’s about fostering an ongoing culture of mental wellness where employees feel valued, supported, and empowered to speak openly about their challenges. By leading with empathy and proactive communication, we can help our teams not just survive, but thrive.

Raechel Gavin is the chief people officer at Sonder.