Sincerely,

 Burman

Dear Burman,

Thank you so much for your kind words! They truly mean the world to me, and I'm so glad that my work has had a positive impact on your leadership journey.

Now, to your question. I absolutely love the concept of your burnout tracker. If only we had a tool that could alert us when our energy levels are running low, much like a gas gauge! It’s such a proactive way to address burnout before it gets out of hand.

You’re right—many managers, especially in tech, often feel ill-equipped to handle support conversations. It's a common challenge. As much as we might wish it were different, the reality is that many managers have never been trained to simply be human with their team members. They’re expected to be effective leaders, but the skills they need to connect on a human level often aren’t part of their formal training.

When I taught coaching skills to managers, I frequently heard the question, “Wait, are you telling us we need to be therapists?” So, I’m not surprised that some of your managers feel uncomfortable having these conversations. The good news is that we can absolutely change this dynamic.

The first step is to teach managers to just be human. They don’t need to be therapists; they just need to be good listeners and ask thoughtful questions. In the tech world, where many people tend to be more task-focused than relationship-oriented, this can be especially challenging. But it’s never too late to start. I suggest you provide training that helps managers understand the importance of connecting with their people on a personal level.

Many managers don’t receive formal training until they’ve been managing for years, so you’re certainly not alone in facing this challenge. You might find value in sharing Core Skills Every Manager Should Master—a white paper I’ve written that outlines essential skills for managers, including those that build trust.

As for tracking burnout, I agree with you that once the symptoms of burnout appear, it can be tough to reverse. The key is to catch it early. As Christina Maslach, coauthor of The Burnout Challenge: Managing People’s Relationship with Their Jobs, points out, it's more effective to address the root causes of burnout—the stressors that lead to it—than to simply try to manage its symptoms once they’ve appeared. I encourage you to look into her recommendations for managers on how to identify and address these stressors early on.

Also, keep in mind that employees who are deeply burnt out may not be ready to open up about their struggles. They may not feel comfortable being vulnerable with their manager unless the relationship has been built on trust and understanding from the start. This is where the work of creating a safe space for honest conversations pays off.

Many employees, especially those in high-pressure environments, internalize the belief that work is a battle for survival. They may feel like they’re in the “Hunger Games,” competing against one another. To counter this mindset, managers must show their team members that they’re seen, heard, and supported. It’s critical that managers understand each individual’s strengths, growth areas, and goals, and then tailor the job to fit the person, rather than the other way around. Managers should be checking in regularly—ideally weekly—asking questions like, “How can I help?” to address small obstacles before they turn into bigger problems.

Burnout, in many ways, is just a modern term for the age-old human experience of feeling trapped in a job that’s unmanageable. The best way to prevent it is by building consistent support into the manager-employee relationship from the start. When that support is there, people are much more likely to lean on it when they need it most.

Your instincts are spot on, and it’s inspiring to see a tech founder like you creating a tool that addresses these challenges. Keep pushing forward—you’re on the right track!

Best regards,

Yogesh