“Creative burnout and physical burnout is real.”

– Zac Posen

As per the Cambridge Dictionary, burnout refers to “extreme tiredness or mental or physical illness caused by working too hard or trying to do too much.” In today’s fast-paced world, we all are continuously competing in a never-ending rat race. As renowned fashion designer Zac Posen said, burnout is a real possibility for most if not all of us who strive to always give our best. The anxiousness to succeed no matter the cost can easily lead to burnout even at a very young age. Employees are the lifeblood of any organization. Hence, the onus to prevent burnout in high-performing professionals rests squarely on the shoulders of HR leaders.

It is up to Human Resource professionals to address this growing epidemic of success anxiety or burnout in high-performing employees. It is important for HR to pinpoint the signs of burnout and provide the requisite support at the earliest. This helps in maintaining a healthy, engaged, and productive work environment. People leaders can provide authentic support by creating a workspace that truly supports employees and is backed by actions instead of mere words. Promoting mental health policies and employee well-being initiatives decreases the possibility of success anxiety in employees. 

Let us look at the various ways in which HR professionals can address success anxiety and burnout in high-performing employees.

Require Managers to Check In Regularly

HR can only do so much if company culture encourages overwork. If leadership truly wants to prevent burnout, they need to make it mandatory for direct managers to listen to HR and check in regularly with their teams.

In my previous role, some departments actually expected late nights—no matter how much HR pushed for work-life balance. That’s why the real change has to come from the top.

A practical step? Leadership should require managers to:

• Have regular one-on-one check-ins—not just about work, but about workload.
• Work with HR to spot burnout signs early.
• Respect boundaries themselves—no praising overwork, no late-night emails.

HR can guide the process, but without leadership backing, it’s just talk.

Maheen Kanwal, HR Executive, B2B Tech SaaS Copywriter, Founder, Call to Authority

Train Managers to Spot Burnout Signs

High performing employees may strive for perfection, and if they are overworked or trying to deliver too much this can cause exhaustion, mental health struggles and ultimately a negative impact on productivity. 

It’s important to take employee well-being very seriously. HR professionals should train managers to spot the signs of burnout, such as missing deadlines, change in mood, altered approach to work etc. If they notice a difference in their team members, we increase the one-on-one meetings and ensure conversations are opened about their feelings. It’s key for the manager to spot the signs before things get too bad for the employee.

Wendy Makinson, HR Manager, Joloda Hydraroll

Integrate Recovery Time into Performance Expectations

One of the most effective strategies HR leaders can implement to address “success anxiety” and burnout in high-performing employees is structured recovery time—integrating proactive rest into performance expectations. High achievers often equate success with relentless output, fearing that stepping back signals weakness. As a CHRO, I’ve seen firsthand how this mindset leads to burnout, disengagement, and ultimately, retention risks.

To counter this, companies must shift from a “work harder” culture to a “work smarter” mindset by embedding recovery into leadership expectations. One way to do this is through mandatory recovery periods, where top performers are encouraged (or even required) to take strategic breaks after intense work cycles. This could mean dedicated “unplug” weeks post-major projects, structured sabbaticals for long-tenured employees, or quarterly “innovation weeks” where high-performers step away from daily tasks to focus on learning, creativity, and self-development.

Leaders must also model this behavior. When executives openly prioritize mental well-being—whether by declining late-night emails, taking planned recovery days, or encouraging team-wide breaks—it signals that success isn’t measured by exhaustion, but by sustainable impact.

By integrating recovery as a performance strategy, not a personal weakness, HR shifts the narrative from burnout being an inevitability to resilience being an expectation. The most successful companies in the future won’t just be those that push their employees harder, but those that empower them to thrive for the long term.

Shannon Garcia-Lewis, Chief People Officer, Pella Windows & Doors, Rocky Mountain

Normalize Recovery as Part of Performance

One of the most effective ways HR professionals can combat “success anxiety” or burnout in high-performing employees is by normalizing recovery as part of performance. Starting with the C suite.

Too often, I’ve noticed in our own organization that high achievers tie their value to constant output, but the best leaders understand that sustainable success requires intentional rest.

HR can work with managers to build structured “off” periods for the team, whether that’s quarterly “recharge days,” mandatory no-meeting blocks, or enforced PTO usage.

The key is to make sure everyone is on the same page with taking advantage of these options from the top down. It’s about embedding them into the culture.

If your top talent sees leadership prioritizing recovery, they’ll feel permission to do the same without guilt. Burnout isn’t a badge of honor. HR’s job is to make that message loud and clear.

Oz Rashid, Founder and CEO, MSH

Redefine Success Metrics to Prevent Burnout

The one effective strategy HR professionals should use to address success anxiety and burnout in high-performing employees is to normalize sustainable success. Many high achievers operate under constant pressure to maintain their standards, often fearing that any dip in performance will be seen as failure. Over time, this relentless drive can lead to exhaustion, disengagement and ultimately burnout. HR has a critical role in shifting both individual and company mindsets away from glorifying overwork and towards recognizing balanced, long term performance.

A key part of this approach is redefining success metrics. Instead of rewarding sheer output and long hours, businesses should acknowledge efficiency, delegation and strategic thinking. Employees who consistently deliver without sacrificing their well-being should be held up as examples of success, rather than those who push themselves to breaking point. Managers also need to be trained to recognize early warning signs of burnout. Many high performers won’t openly admit they’re struggling, so subtle cues such as withdrawal from team interactions, increased errors or reluctance to take breaks, should be seen as red flags.

Creating a workplace culture where pressure can be discussed without stigma is also essential. Regular check-ins, peer mentoring and anonymous feedback channels give employees an outlet to share their concerns before stress becomes overwhelming. Some companies go further by mandating recovery time, whether through enforced breaks, strict after hours boundaries or workload rotation. If high performers see that rest is a requirement rather than a luxury, they’re more likely to adopt healthier work habits.

Leadership must also lead by example. If senior figures model exhaustion as the price of success, employees will inevitably follow suit. Instead, businesses should actively demonstrate that sustainable working patterns are valued and encouraged. When success is defined in a way that allows employees to thrive rather than just survive, burnout becomes far less of a risk!

Natalie Lewis, Founder and Director, Dynamic HR Services Ltd.

Implement Training and Development Programs

One of the most effective strategies we’ve found in addressing employee burnout is the implementation of training and development programs. By investing in our team’s professional growth, we not only enhance their skill sets but also provide them with a sense of purpose and direction in their careers.

This commitment to development encourages team members to take ownership of their roles, leading to increased job satisfaction and motivation. Furthermore, we encourage regular team-building activities that promote camaraderie and support, creating a positive work environment where employees feel valued and connected. By fostering a culture of continuous improvement and recognition, we effectively combat burnout and enhance overall workplace morale.

Amit Doshi, Founder & CEO, MyTurn

Enforce Mandatory PTO and Company Shutdowns

Here’s a bright idea: high performers won’t take a break…so make them.

Let’s be real—high achievers are the worst at taking time off. They push through exhaustion, convinced that slowing down will hurt their success. But burnout doesn’t make anyone better at their job. It just makes them miserable.

Some of the smartest companies like LinkedIn, Bumble, Nike, and Hootsuite, have figured this out. Instead of suggesting time off, they force it with mandatory PTO and company-wide shutdowns. No guilt, no falling behind; just actual, needed rest. And guess what? Their employees come back sharper, happier, and more productive.

HR teams should take note. If we want to keep our top talent from burning out, we need to stop making rest a choice and start making it a requirement.

Tawny Rodriguez, MHR || SHRM-SCP || MRWL, Director of Human Resources, Rowland Hall

Mandate Private Check-Ins for Stress Relief

One thing that is crucial to normalizing this phenomenon is a climate of stress and workload conversation. Some sort of private check-in or pseudo wellness initiative should be HR mandated. When people feel they can vent and relieve stress without repercussions, they’re more likely to come forward before reaching a burnout stage, cultivating a productive, healthy working atmosphere in the long run.

Chris Hunter, Director of Customer Relations, ServiceTitan

Proactively Evaluate High Achievers’ Needs

Burnout or success anxiety is widespread among high-achieving workers. Because they excel at what they do and others tend to focus more on their abilities and output than their well-being, these people are frequently overlooked. Furthermore, because they are driven, high performers themselves may disregard their own health.

Finding the organization’s top achievers and proactively evaluating their needs, both within and outside the office, is one tactic HR managers can use to help these workers. This involves learning about their work-life balance, how they handle stress, and who they turn to for inspiration and leisure. Additionally, HR should investigate the benefits that these workers are using or not using, as well as the factors that led to their decisions.

By obtaining this information, human resources professionals can customize their support strategies, such as introducing personalized vacation packages, health initiatives, or office experiences that encourage employees to recharge. Being proactive ensures that high-achieving staff members get the tools they need to maintain their success and well-being.

Rejoyce Owusu, Vice President of Human Resources, Umatta Consulting

Use Mentorship to Manage Expectations

The IT services industry is a pressure cooker. Tight deadlines, complex projects, and the constant need to stay ahead of the technological curve create an environment where high performance is not just expected, it’s essential. But this relentless drive for success can breed a hidden problem: success anxiety. It is not just about meeting expectations but about consistently exceeding them. This requirement is not the typical fear of failure. Still, it’s a gnawing unease that accompanies achievement, a feeling of being an impostor, or a constant worry that the next project will unravel the carefully constructed image of competence. 

For HR professionals in IT, recognizing and addressing this issue is vital for retaining top talent and maintaining a healthy, productive workforce. High performers who consistently deliver exceptional results might be the least likely to express these struggles openly. They become masters of appearing calm and in control, even as internal pressures mount. This protection mechanism often results in burnout, manifested as decreased engagement, cynicism, and, ultimately, a decline in the performance that defined them.

One powerful yet often overlooked strategy HR professionals can use is proactive, structured mentorship that focuses not just on skill development but also on managing expectations. Many organizations have important mentorship programs focused on technical skills or onboarding new hires. However, creating specialized mentorship pairings where seasoned, but importantly, emotionally intelligent senior engineers mentor high-performing, but potentially anxious, junior or mid-level colleagues can be transformative. This coaching isn’t a standard mentor-mentee relationship. 

The focus should be on sharing personal experiences of navigating the pressures of the IT industry, normalizing the anxieties and self-doubt that everyone experiences, even the most seemingly successful individuals, and emphasizing self-compassion. The senior mentor can share practical coping strategies, provide perspective on setbacks (framing them as learning opportunities), and help the mentee develop realistic, sustainable work habits. The goal is not to eliminate ambition but to channel it healthily and constructively.

Steve Fleurant, CEO, Clair Services

Build Trust to Prevent Burnout

Burnout isn’t about long hours. It’s about lack of trust.

I’ve seen it wreck careers, drain talent, and turn high-performers into clock-watchers.

And the worst part?

Most managers don’t even realize they’re the problem.

I had a young consultant—brilliant, fast, reliable.

But his manager? A classic micromanager.

Oldies but goodies!

Every email picked apart. Every decision questioned. Every project “not quite right.”

By the time I stepped in, the guy wasn’t just exhausted—he was checked out. Not from the workload, but from fighting for permission to do his job.

So, I sat the manager down and said: “You have two choices. Either trust him or replace him. Because keeping him here while doubting him every day? That’s cruel.”

The manager backed off. The consultant thrived.

This is what too many leaders miss–burnout isn’t just stress. It’s the slow death of motivation when people feel like their work never measures up. No amount of yoga or “mental health days” can fix that.

You want to stop burnout? Start trusting your team. Let them own their work. Give them space to prove you right instead of constantly proving you wrong.

Erden Tuzunkan, Entrepreneur, Healthy Office Habits

Implement Rotating Recognition System

That’s a tough question. There’s no one-size-fits-all solution for this since it really depends on each person. One strategy they can consider is implementing a rotating recognition system for high-performing employees. For example, after someone receives an award or recognition, they become ineligible for the next cycle, allowing others to shine. This can help reduce pressure and create a more inclusive environment while still fostering healthy competition.

Ashley Peña, National Executive Director, Mission Connection Healthcare

Encourage Setting Boundaries and Saying No

One strategy I’ve found effective in addressing success anxiety and burnout among high-performing employees is helping them set boundaries and normalize saying “no” when needed. 

I worked with a manager who consistently took on extra responsibilities, driven by the fear of disappointing others or appearing less capable. Her workload was immense, and though she thrived on achievement, she started to burn out, doubting her ability to sustain her pace.

We sat down to map out her workload and evaluate which tasks aligned with her long-term goals and strengths. Together, we identified what could be delegated or deprioritized. I also encouraged her to create time blocks in her calendar where she focused exclusively on her priorities while leaving space for breaks. It wasn’t an overnight fix, but slowly, she began to feel more in control.

By reinforcing that the quality of work matters more than the quantity, employees like her can shift their mindset. Encouraging boundaries isn’t about limiting potential; it’s about preserving it so high performers can thrive sustainably.

Rachel Thomasian, Director, Playa Vista Counseling

About Humane HR Perspectives

Our round-up series “Humane HR Perspectives” examines the fundamentals of humanising human resources (HR) from the perspectives of top authorities within and relevant to the industry. Q&A sessions with founders, CEOs, HR professionals, business leaders, and other significant players who are influencing the direction of HR are included in every edition.

Throughout the employee life cycle, we address a wide range of subjects in this series, including recruitment and selection, onboarding, training and development, performance management, employee engagement, pay and benefits, and more. We also go over important topics like compliance, change management in the workplace, morale and welfare, workplace communications, and diversity and inclusion.

The “Humane HR Perspectives” series offers insightful advice and practical examples to help develop a more encouraging, productive, and successful workplace—whether you’re an HR professional, a business leader, or just someone who is enthusiastic about creating a great work environment. Join us as we explore the approaches, difficulties, and triumphs that characterise HR humanisation and acquire unique access to the knowledge and experiences of individuals spearheading the movement.

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