I’ve seen firsthand how challenging it can be to manage a team while caring for your well-being. It’s an all-too-common story: a dedicated manager pours all their energy into supporting their team, neglecting their needs until they reach a breaking point. But here’s the truth: you can’t pour from an empty cup. If we want to be there for our teams, we must first be there for ourselves.

Manager burnout is a real and serious issue. When we’re constantly putting out fires, juggling competing priorities, and trying to be everything to everyone, it’s easy to get overwhelmed. The signs of burnout can sneak up on you: chronic exhaustion, decreased motivation, feelings of ineffectiveness, and even physical symptoms like headaches or digestive issues. If left unchecked, burnout can lead to serious mental health challenges and negatively impact our ability to lead.

So, how can we, as managers, avoid burning out? The first step is to recognise that our well-being is not a luxury but a necessity. We must permit ourselves to prioritise self-care, even when something is more pressing. This means setting boundaries, delegating tasks, and being realistic about what we can accomplish daily.

One strategy I’ve found helpful is to schedule non-negotiable “me time” into my calendar, just as I would an important meeting. Whether it’s a morning meditation, a lunchtime walk, or just 15 minutes of quiet reflection, having dedicated time for ourselves can make a difference. It’s also important to model this behaviour for our teams – when they see us taking care of ourselves, it permits them to do the same.

Another critical aspect of avoiding burnout is learning to recognise and manage stress triggers. What situations or tasks tend to send your stress levels soaring? Is it dealing with demanding customers, managing conflicting deadlines, or having tough conversations with team members? Once you identify your triggers, you can develop strategies to mitigate their impact. This might mean practising deep breathing exercises before a challenging call, breaking big projects into smaller, more manageable tasks, or role-playing difficult conversations with a trusted colleague.

It’s also crucial to remember that we don’t have to have all the answers all the time. As managers, we often put pressure on ourselves to always know the right thing to do, but the reality is that we’re human, too. It’s okay to admit when we’re unsure or ask for help when needed.

Vulnerability can be a strength in leadership. It allows us to connect with our teams on a human level and creates a culture of openness and trust.

Finally, it’s essential to keep things in perspective. Our jobs are important, but they’re not the entirety of who we are. Make time for the people and activities that bring you joy outside of work, whether spending time with family, pursuing a hobby, or volunteering for a cause you care about. A full, balanced life outside work can help us weather the storms at work.

Remember, taking care of ourselves is not selfish; it’s imperative for leadership. When we fill our cups, we have more to give our teams. By prioritising self-care, recognising our stress triggers, being vulnerable, and keeping things in perspective, we can avoid the perils of manager burnout and be the best leaders we can be. Our teams are counting on us – let’s ensure we’re up to the task.