How Managers Can Avoid Burnout and Support Their Teams

As a manager, your succe is often defined by your ability to lead high-performing teams, meet ambitious goals, and keep everything running smoothly. But what if the cost of this succe is your well-being or that of your team? Dana L. Cox, executive coach, burnout expert, and author of From Burnout to Bada , calls this the “succe tax”. 

Dana unpacks these hidden, cumulative costs that often come with leadership and ambition. For managers striving to support both performance and people, her insights are a wake-up call and a roadmap.

What Are Succe Taxes?

Succe taxes are the mental, emotional, relational and physical tolls we pay on the road to achievement. As Dana puts it, they’re the “fine print of ambition.” You get the title, the salary, and the recognition, but what did it cost?

Here are a few ways these succe taxes show up:

1. The Performance Penalty

This is the pre ure to always perform at a high level. You’re constantly producing, solving problems, and delivering results. But without time to pause or rest, it drains your energy.

2. The Identity Tax

Over time, your role can become your entire identity. You may stop recognizing yourself because you’re so busy meeting others’ expectations. Your own voice and needs can get lost.

3. The Loyalty Tax

This happens when you stay committed to a company or role out of obligation, even if it’s no longer a healthy fit. Loyalty can feel like safety, but it can also keep you stuck.

4. The Relationship Tax

Your personal relationships take a back seat. You may be physically present but emotionally unavailable. This tax is especially tough for working parents or those balancing caregiving responsibilities.

The Hidden Impact on High Performers

Managers aren’t the only ones paying the price. Your high-performing team members may be quietly struggling, too. They’re the ones you rely on, who never complain and always get the job done. But that’s exactly why they’re at risk.

Dana reminds us to check in with those people. Create space for them to say, “I don’t have capacity right now” or “can you help me prioritize because I’m at my max.” And more importantly, normalize that it’s okay to say no.

As a manager, you can create the supportive environment you wish you had. Focus on caring for people first, not just getting the work done. Dana notes that when people feel supported, the work usually takes care of itself.

How Managers Can Reduce the Succe Tax

Here are some of Dana’s key suggestions for protecting your well-being and helping your team thrive.

1. Take Care of Your People

Don’t wait for someone to say they’re struggling. Be proactive. Ask how your team members are really doing. Are they sleeping? Eating well? Feeling supported?

Even small gestures go a long way. When a team member was caring for two sick parents, Dana didn’t worry about the return-to-office policy. She focused on how to support them as a person, like sending dinner to remove one stre ful decision from their plate.

2. Set and Model Boundaries

It’s easy to answer emails on vacation or join calls after hours. But if you don’t respect your own boundaries, your team won’t either. Protect your time off like you protect a deadline.

Let your team know it’s okay to unplug and that you expect them to disconnect during off hours and vacations. Encourage breaks, flexible schedules, and time to recharge.

3. Normalize Rest and Recovery

Rest isn’t a reward; it’s part of being productive. Dana says rest should be treated like a revenue stream. Whether it’s scheduling recharge days or protecting slow mornings, figure out what works for you and honor it.

Knowing your peak energy times and your team’s can also help everyone work more effectively. Not everyone is productive at 8 a.m., and that’s okay.

4. Use Empathy as a Leadership Tool

Dana introduced the idea of empathy maps: tools that help you understand your team members’ needs, communication styles, and work preferences. This mutual understanding leads to better conversations and stronger relationships.

When people know they’re seen and understood, they’re more engaged—and more willing to speak up before burnout hits.

Speak Up Before You Break Down to Avoid Burnout

One of the most powerful reminders from Dana is that “silence is expensive.” Many managers don’t admit when they’re struggling because they feel like they have to be strong all the time.

But vulnerability can be a strength. When you share your capacity limits with your team, it gives them permi ion to do the same. It builds trust and makes it safer for others to say, “I need help.”

As managers, we often carry a lot of responsibility for the team, pre ure to perform, and the weight of keeping everything moving. But that doesn’t mean burnout is inevitable.

It’s po ible to lead with strength and compa ion. The best managers are able to deliver results and protect their well-being. You can support your team and teach them how to care for themselves.

Succe doesn’t have to come at such a high cost.

Keep up with Dana L. Cox

- Follow Dana on LinkedIn, Instagram, and Facebook

- Visit her website herefor more information

- Grab a copy of her book, From Burnout to Bada , here

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