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Sarah was always the first in the office and the last to leave. As a team leader, Marcus valued her reliability. But when she was absent for five weeks due to illness and the doctor diagnosed “exhaustion depression,” he was shocked. All the warning signs had been there – he just hadn’t recognized them.
This story repeats itself daily in German companies. Mental health conditions are now the second most common cause of sick days. Particularly alarming: burnout-related absences have nearly doubled in the last ten years – from 100 to 184 days per 100 AOK members (Absenteeism Report 2024). For mental health conditions, the average absence time is 33 days per case. The tragic part: in most cases, the burnout was preventable.
Why Early Detection is So Important
Those affected often realize too late that they’re falling into an exhaustion spiral. This is inherent to burnout: it develops gradually, and those affected rationalize their symptoms (“It’s just busy right now”) or consciously ignore them (“I can’t drop out now”).
That’s why it’s so important for people in the work environment – whether managers or colleagues – to notice changes from the outside. If you know what to look for, you can provide support in time.
The Three Phases of Burnout – and Their Visible Signs
Phase 1: The Overly Eager Beginning
Paradoxically, burnout often doesn’t start with exhaustion, but with excessive engagement. Employees in this phase:
- Work significantly more than contractually agreed, without it being necessary
- Cannot delegate and take on more and more tasks
- React irritably when offered relief
- Ignore breaks and eat at their desk
- Are constantly reachable even after work hours
The tricky part: This behavior is often misinterpreted as commitment and even rewarded. Yet it’s the first warning sign. Those who consistently push beyond their limits don’t build resilience – they burn through it.
Phase 2: The Gradual Distancing
In this phase, motivation tips. The first real burnout symptoms become visible:
Emotional signals:
- Increasing cynicism (“Nothing matters anyway”)
- Irritated reactions to small requests
- Withdrawal from team activities or informal conversations
- Loss of humor and lightness
Cognitive signals:
- Concentration difficulties, frequent “Where were we?”
- Decisions are postponed
- Errors that are uncharacteristic for the person
- Forgetfulness in previously reliable employees
Behavioral changes:
- Unpunctuality in someone who was always on time
- More frequent sick days, often Mondays or Fridays
- Changed appearance (less groomed, appearing tired)
- Social withdrawal (lunch breaks alone, no participation in meetings outside obligations)
Phase 3: The Exhaustion
Here the point is reached where work is hardly possible anymore:
- Obvious physical exhaustion
- Emotional reactions (tears, desperation)
- Statements like “I can’t anymore” or “I don’t know how I’ll manage this”
- Clear performance decline despite visible effort
When you reach this phase, professional help is no longer optional – it’s necessary.
The Most Difficult Part: The Conversation
You’ve noticed warning signs. Now the delicate part begins: How do you address it without shaming or overwhelming the person?
What doesn’t work:
❌ “I think you should see a psychologist.” ❌ “You look completely exhausted.” ❌ “Others manage it too.” ❌ Addressing the topic in a performance review
What works:
1. Create a protected setting No door-and-window conversation. Schedule a quiet appointment, without time pressure. Signal: “I’d like to talk with you about something I’ve noticed.”
2. Address concrete observations, not diagnoses Good: “I’ve noticed that in recent weeks you’ve been skipping breaks more often and still writing emails after 7 PM. At the same time, you seem more tense. How are you doing with that?”
Bad: “I think you have burnout.”
3. Listen – really listen Don’t interrupt with solutions. Often those affected just need the space to articulate their situation. Ask open questions: “What’s weighing on you most right now?” “What would help you?”
4. Offer concrete support Vague “Let me know if I can do something” statements don’t help. Better:
- “Let’s look together at which tasks we can redistribute.”
- “I’d like to offer you a week of relief from Project X.”
- “It might help you to first take a burnout self-assessment on our Mindvise platform? It’s anonymous and gives you a better evaluation.”
- “If you feel that a conversation would help: Through Mindvise you can easily book consultation appointments. It’s confidential and runs completely outside our internal structures.”
The self-assessment is often the easier entry point – no one has to immediately “out” themselves as needing help. From there, the person can decide for themselves whether they want further support.
5. De-stigmatize “Many people eventually reach a point where the burden becomes too great. That’s not weakness, but a signal that something needs to change.”
What Managers Should NOT Do
- Ignore the situation (“None of my business”)
- Apply pressure (“Just pull yourself together”)
- Try to “distract” the person with work
- Share confidential information with the team
- Expect the problem to be solved after one conversation
When Colleagues Notice Warning Signs: Peer Support as an Underestimated Resource
Burnout early detection isn’t just the responsibility of managers. Often it’s colleagues who notice changes first – during lunch together, in meetings, or in daily exchanges. But many hesitate to say something: “It’s none of my business” or “That’s the boss’s responsibility.”
Yet collegial support can be crucial. The question is: How do I address someone without overstepping?
What colleagues can do:
1. Address observations – without diagnosing “I’ve noticed you seem pretty stressed lately. Is there a lot going on?”
This opens the door without cornering the person. Important: No remote diagnoses (“I think you have burnout”), but share concrete observations.
2. Actively listen Sometimes it just needs someone who really listens. Without immediately offering advice. Phrases like “That sounds really stressful” or “I can understand that’s affecting you” show: You’re taking the situation seriously.
3. Offer practical help “Can I help you with the presentation?” or “Should I take over the meeting so you can catch your breath?” Concrete relief helps more than vague “Let me know if I can do something” statements.
4. Bring professional help into play When the situation is serious, you can point to the support services already available.
A good, low-threshold entry: “By the way, on our Mindvise platform there are anonymous self-assessments – including for burnout. Maybe that would help you get a better sense of the situation first?” This takes the pressure off and gives the person back control.
If it turns out more support is needed: “If you’d like, you can also book consultation appointments directly through the platform. It’s completely confidential.” Important: You offer information, but don’t push.
5. Inform the manager – if necessary This is a delicate point. Basically: First talk with the affected person. But if someone is clearly no longer able to work or is endangering themselves, it may be necessary to involve the manager. Best done transparently: “I’m really worried about you. Would it be okay if we talk with [manager] together?”
What colleagues should NOT do:
- Gossip about the person with others
- Give unsolicited advice (“You just need to take vacation”)
- Label the person as “weak”
- Apply pressure (“Don’t be such a baby”)
- Try to replace professional help
- Be too direct: “I think you need therapy” comes across as intrusive
How to communicate support services – without pushing:
✓ “In case you’d like to get an overview yourself – there are anonymous self-assessments on Mindvise” (instead of: “You should definitely take the burnout test”)
✓ “I recently took the burnout self-assessment on the platform, found it quite interesting” (de-stigmatization through personal example)
✓ “Do you actually know that we can also use consultation appointments through Mindvise?” (offer information, don’t impose)
✗ “I sent you the link to the burnout test, please do it” (too directive)
The difference between support and intrusiveness:
Colleagues aren’t therapists. The line is where support becomes overwhelming – for both sides. If someone doesn’t want to talk about the situation, that must be respected. And if the burden becomes too great, it’s important to say: “I notice I’m reaching my limits here. Let’s look together at who can help you professionally.”
A corporate culture where colleagues are there for each other, without everyone becoming an amateur psychologist – that’s the goal.
From Reaction to Prevention: Systemic Solutions
The best burnout conversation is one that never has to happen. Burnout prevention only becomes truly sustainable when it’s structurally anchored. Currently, 61% of German employees see themselves as at risk of burnout – 21% rate their risk as high (Pronova BKK, 2024). That’s an increase of 11 percentage points since 2018.
Establish early warning systems: Regular check-ins (not just when there are problems), anonymous employee surveys on psychological burden, and systems that make overload visible (overtime tracking, vacation quotas).
Create a culture of mindfulness: Managers who themselves take breaks and set boundaries are more credible. When the boss sends emails at 10 PM, implicit pressure is created – even without direct expectation.
Low-threshold support services – and their active communication: Psychological counseling should be as normal as visiting the company doctor. But: Having a service isn’t enough. It must also be known and regularly communicated.
Use existing support services actively:
- Mention in team meetings that there are self-assessments and counseling services – not just in crisis situations
- Managers can report on their own use: “I recently took a stress self-assessment, found it insightful”
- Integrate the services into onboarding processes so new employees know from the start what’s available
What matters: Quick, uncomplicated access without months-long waiting times or bureaucratic hurdles, with absolute confidentiality. When employees know they can get support promptly, the threshold drops significantly.
Resources instead of just demands: Burnout develops when demands permanently exceed resources. The question isn’t just “How can we reduce stress?” but also “How can we strengthen resources?” – through autonomy, appreciation, development opportunities, and social support.
The Crucial Difference
Marcus, the manager from our opening example, changed many things after Sarah’s absence. Today he pays attention to early warning signs, proactively addresses overload, and has learned: Burnout prevention isn’t an HR task that can be delegated. It’s a leadership responsibility.
The good news: With a sharpened eye and the courage for timely conversations, you as a manager can make a massive difference. Not just for your team’s productivity, but for the lives of the people entrusted to you.
Sources
- Scientific Institute of AOK (WIdO): Absenteeism Report 2024 – Commitment and Health
- DAK-Gesundheit: Psych Report 2024
- Techniker Krankenkasse: Health Report Work Incapacity 2024
- Pronova BKK: Study “Working 2024” on burnout risk among employees
- Federal Institute for Occupational Safety and Health (BAuA): Economic costs of work incapacity
