The Leadership Cure for Burnout: How to Reignite Engagement and Retention

“Have you seen the latest numbers on engagement, trust, and burnout?” asks Randy Conley, a leadership expert at Blanchard.

“Engagement has just tied an all-time low, trust in leadership has dropped seven additional points, and burnout is affecting four out of ten workers—especially middle managers. That’s a lot to deal with. In spite of this, there are pockets of greatness occurring in every organisation—places where individual managers are creating what I call environmental excellence.

“In these organisations, leaders are acting as environmental curators, pulling together the resources, rituals, and strategies that allow people to thrive. These are the types of managers you are looking for: those who rise to the challenge of setting a clear direction by listening to their people, finding out what they need, and then providing the resources needed to achieve the goal.

“When I think about burnout and engagement, it all comes back to leaders being environmental curators. A leader’s primary role is fostering a healthy environment where their team can flourish. Burnout and engagement should be two gauges that leaders are constantly monitoring on their dashboard. When those gauges start to redline, something’s off. Leaders are either missing the warning signals or feeling pressure from other quarters to disregard their severity.

“Leadership is about managing the environment for your team—it’s not just about results, but the well-being and balance that enable results.”

Middle Managers Hold the Key

Conley believes that middle managers are the key to an organisation’s success—especially when it comes to converting strategic plans into day-to-day actions. But middle managers aren’t getting the respect they deserve, he says.

“Many organisations focus on doing more with less, reducing middle management layers, or leaving teams to self-govern. But this approach often overlooks the critical role managers play in creating balance. Managers coordinate, foster connection, and act as the mediators of healthy workplace environments. Without them, you risk leaving people without a compass.

“It’s actually paradoxical. On one hand, middle managers are seen as expendable. On the other, they’re expected to fix everything—from engagement issues to process inefficiencies. This tug-of-war creates a perfect storm for burnout.

“Middle managers are the unsung heroes who foster environments where people thrive. If they are undervalued and overburdened, you’ll see increased burnout and disengagement across the board.”

Create Your Own Weather

Conley likes to use a weather metaphor to describe the different cultural environments he sees operating in many organisations.

“Organisations need to recognise that middle managers create what I call microclimates. Even in the same company, one department may feel like a sunny paradise while another is plagued by storms. That’s because leadership—at every level—shapes the work culture directly around them.”

Two of the biggest factors Conley looks for when identifying ways to improve workplace climates are trust and psychological safety.

“When trust is high, engagement typically follows. Leaders who express empathy and build trust foster loyalty and commitment, which energises their teams and reduces burnout. Empathy, compassion, and psychological safety create an environment where people feel seen and supported even when the workload is heavy.

“But in low-trust environments, withdrawal is a natural response. People go into self-protection mode, disengaging from their work and team. That’s more commonly known as burnout. Burnout often starts with workload, but it evolves into something deeper once people begin to withdraw.” 

Grow Your People

Good leadership also translates into higher employee retention, says Conley.

“The saying People don’t leave jobs, they leave managers holds some truth. Great leaders create environments where people feel valued and appreciated, which builds loyalty. Great leaders also address other retention factors—like growth opportunities.

“I challenge leaders to embrace being talent exporters, helping someone grow to the point where they’re ready to take on a bigger role, whether inside or outside the organisation. Leaders should be proud to cultivate talent and send it out into the world. That’s a hallmark of great leadership.

“If you see a team where many members are promoted or take on bigger roles, it’s usually a sign of a strong leader who encourages growth and opportunity.”

Empathy and Accountability

But Conley is quick to address concerns that he is suggesting leaders should be soft when it comes to accountability and results.

“Empathy doesn’t mean lowering your standards—it means understanding the challenges your team faces while holding them to their potential.

“I like to reframe accountability as helping someone be responsible. Accountability often carries a punitive connotation, but true accountability is about partnership.

“When leaders focus on helping people be responsible—able to respond—they create an environment where accountability happens naturally.

“By setting clear expectations, providing support, and building trust, leaders make it easier for their teams to succeed. It’s about creating conditions where people want to do their best work, not feel forced to.”

Moving from Burnout to Balance

In summing up his thoughts, Conley offers three areas for leaders to focus on.

• “First is recognise the signs: Use your leadership dashboard to identify redlining indicators like burnout and disengagement.
• “Second is shape the environment: Be an environmental curator who fosters trust, safety, and empathy.
• “ Third is invest in growth: Develop your people and create a positive microclimate that enables flourishing.

“Ultimately, leadership is about managing the invisible energy that connects teams. When you curate an environment that balances empathy, trust, and accountability, you set the stage for engagement and success.”