🔥 Beating Burnout: How to Spot the Signs and Reclaim Your Wellbeing

In my work leading integrated-care initiatives in the NHS, I often see talented professionals stretched to breaking point. Burnout isn’t just “feeling tired” – it’s a serious state that affects our minds, our work and our lives. Today I’ll explain how to recognise burnout early, why it’s not the same as depression, and the most effective steps we can take—both individually and organisation-wide—to tackle it. 

1. What Is Burnout?

Burnout is a work-related syndrome made up of three core symptoms:

1. Emotional exhaustion – feeling drained and unable to face another day
2. Depersonalisation (cynicism) – developing a cold or detached attitude towards work and colleagues
3. Reduced personal accomplishment – a sense that you are no longer effective at your job

It’s crucial to know that burnout is distinct from mental illnesses like depression or anxiety. While they can overlap, burnout arises from chronic workplace stress, not from a primary mood disorder.

2. Why Burnout Matters

Unchecked, burnout can lead to:

• Reduced job satisfaction and performance
• Higher risk of errors and accidents
• Poor physical health (headaches, sleep problems)
• Strained relationships at home and work

For those in leadership, recognising burnout in your teams is key to maintaining high-quality care and a supportive culture.

3. Recognising the Signs Early

The American Academy of Pediatrics recommends:

• Self-awareness: Reflect on your energy levels, attitude and sense of accomplishment
• Education on warning signs: Talk openly about stress and burnout in your team meetings
• Routine assessments: Use validated tools such as the Maslach Burnout Inventory in a confidential way, with guaranteed access to support programmes

Early detection prevents deeper problems and helps people feel safe to ask for help.

4. Organisational Strategies (System-Level)

We cannot place the burden solely on individuals. System-level changes have demonstrated moderate-to-large effects in reducing burnout:

• Adjust workloads: Ensure schedules allow adequate rest and recovery
• Streamline workflows: Remove unnecessary bureaucracy and repetitive admin tasks
• Improve job control: Involve staff in decision-making to boost autonomy
• Foster supportive leadership: Train managers to spot signs of stress and to offer help
• Provide mental-health resources: On-site counselling, wellbeing champions and peer-support groups

I’ve seen teams transform when simple changes—like rotating high-stress duties or redesigning shift patterns—are made in partnership with frontline staff.

5. Individual Approaches (Person-Level)

While organisations take responsibility, there’s much we can each do to strengthen resilience:

• Mindfulness-based stress reduction: Even 10 minutes of daily practice can lower stress levels
• Cognitive behavioural techniques: Reframe negative thoughts and build active‐coping skills
• Psychoeducational groups: Sharing experiences in a structured programme reduces feelings of isolation
• Stress-reducing hobbies: Exercise, hobbies or social activities replenish your mental energy
• Healthy routines: Good sleep hygiene, balanced meals and regular breaks

Choose strategies that feel practical for your context. If you’re mid-career with family commitments, short daily practices often work better than lengthy retreats.

6. Why a Bundled Approach Works Best

Research shows the greatest, most sustainable impact comes when organisations combine system-level reforms with person-level support:

• Staff know the system has changed to protect them
• Individuals feel empowered with new skills to cope
• Ongoing monitoring keeps interventions on track

For example, one hospital introduced flexible rostering alongside group mindfulness sessions. Within six months, surveys showed a 40% drop in burnout scores and a marked rise in staff morale.

7. Overcoming Stigma and Ensuring Access

A key barrier is stigma. You might fear that admitting burnout will harm your career. Leaders must create a stigma-free environment:

• Confidential support – use third-party counselling where possible
• Visible leadership endorsement – senior figures sharing their own experiences
• Regular check-ins – line managers trained to ask, “How are you coping?”

By normalising these conversations, we build a culture where seeking help is seen as a strength, not a weakness.

Conclusion

Burnout is not a personal failing. It’s a warning signal that our systems and our individual strategies need to change. By recognising the three core symptoms, distinguishing burnout from other conditions, and taking a combined organisational and personal approach, we can protect our wellbeing and continue to thrive at work.

References

• McClafferty HH, Hubbard DK, Foradori D, et al. Physician Health and Wellness. Pediatrics. 2022;150(5):e2022059665. doi:10.1542/peds.2022-0596655
• Guille C, Sen S. Burnout, Depression, and Diminished Well-Being among Physicians. NEJM. 2024;391(16):1519-1527. doi:10.1056/NEJMra2302878
• West CP, Dyrbye LN, Shanafelt TD. Physician Burnout: Contributors, Consequences and Solutions. J Intern Med. 2018;283(6):516-529. doi:10.1111/joim.12752
• Panagioti M, Panagopoulou E, Bower P, et al. Controlled Interventions to Reduce Burnout in Physicians. JAMA Intern Med. 2017;177(2):195-205. doi:10.1001/jamainternmed.2016.7674
• Abdullah Sharin IB, Jinah NB, Bakit PA, et al. Person-Directed Burnout Intervention for Nurses. PloS One. 2025;20(5):e0322282. doi:10.1371/journal.pone.0322282
• Zhang XJ, Song Y, Jiang T, Ding N, Shi TY. Interventions to Reduce Burnout: Overview of Systematic Reviews. Medicine. 2020;99(26):e20992. doi:10.1097/MD.0000000000020992
• Khammissa RAG, Nemutandani S, Feller G, Lemmer J, Feller L. Burnout Phenomenon: Neurophysiological Factors. J Int Med Res. 2022;50(9):3000605221106428. doi:10.1177/03000605221106428