Manager Burnout Is the Hidden Crisis No One Is Talking About

Manager burnout in 2025 isn’t a side issue – it’s the linchpin of organizational health. When managers are overloaded, teams start to disengage, and with Gallup finding that global employee engagement fell to just 21% in 2024, it’s important to note that manager burnout is one of the central drivers of this.

If we look at the US specifically, only 32% of employees report being engaged at work, meaning that a whopping two‑thirds are not fully invested.

The fact is, managers are squeezed: they spend up to three‑quarters of their day in meetings (some report over 260 meetings a year) leaving little deep time for coaching or decision‑making. And about 36% of managers reported burnout symptoms in 2024, with many considering quitting altogether. And a survey from earlier this year confirms this notion, as two thirds of managers agreed they had a heavy workload strain to contend with. in early 2025.

This is a crisis, but it can be turned into opportunity.

First, let’s acknowledge managers are often the silent workforce, and because of this they need structural support: smaller spans of control, optimized meeting schedules (trim agendas; combine or cancel unnecessary meetings), and protected time for meaningful engagement with their team.

Next, invest in manager development. Not just hard skills but emotional resilience, healthy boundary setting, and mental‑health literacy. When managers receive regular coaching and peer support, burnout rates will drop. And the proof is in the numbers – according to a leadership study, organizations with proactive burnout prevention saw a 35% decrease in leadership turnover.

Third, employers should be creating redundancy and relief systems. Cross‑team backup for coverage during high-pressure periods, job‑sharing, or rotational leave can really help to relieve pressure. And be sure to normalize manager wellbeing: encourage them to take leave and truly disconnect, building recovery into their calendars.

Finally, transparent communication across the company goes a long way. When managers understand strategic rationale behind decisions, they carry less stress and deliver clearer direction to their teams. This transparency then reduces anxiety, builds trust, and prevents miscommunication in the future.

By investing in manager resilience, employers can lift team engagement and energize their entire workplace performance. For employers, this hidden crisis offers a clear opportunity: shift from reactive support to proactive investment – giving managers the space, skills, and structure to lead well. In doing so, they will be equipped to nurture thriving teams, whilst maintaining a healthy and sustainable level of engagement.

If you would like to discuss how we can help alleviate the effects of manager burnout to ensure that your people managers are unlocking the most potential out of their teams, please get in touch with us today!