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    Energy Management and Burnout Prevention

    You will practise conversations that help you spot burnout risk early, ask about workload in concrete terms, and challenge the habit of treating exhaustion as a personal weakness. You will learn how to respond when someone says they are fine, avoid unhelpful reassurance, and make the case for structural changes to priorities and capacity. By the end, you will be better able to protect reliable people, model healthier workload norms, and address pressure at the level of the work rather than the individual.

    You are going to ask for help before things get worse. The other person takes reassurance at face value.

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    15Skill
    Signals
    Research Prevalence
    No. 20

    4.3%

    of the 11,359 leadership cases in our research

    Report 01, draft

    Why it's hard

    Burnout is usually about the work, not just the person. But it's easy to treat chronic overload as an attitude problem, or as background noise: "it's always like this".

    When you ask how people are, "fine" is a social answer, not a measure of their load. And if you're not modelling the boundaries you preach, nobody else will either.

    Managing energy means talking about overload as a work problem, with real trade-offs, before someone burns out.

    What we look for

    Here is an example of some of the Skill Signals that we teach you how to implement and then test for as you progress with this skill

    Skill Signal Groups
    • Opening the subject
    • Making it safe to answer
    • Staying inside the right territory
    • What changes
    Some sample Skill Signals

    1. You named a specific observation

    2. You described what you had seen, not what they are

    3. You asked rather than diagnosed

    A sample of 15 Skill Signals. The assessment also looks for behaviours we don’t list.

    Try it without anyone watching

    One four-minute conversation from Energy Management and Burnout Prevention. See your initial feedback straight away, then save your results with a free account.

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    No account to start. No card. Your employer can't see how you did.

    How your practice stays private

    Questions about this moment.

    Individual contributor: High; First-line manager: Core; Mid-level leader: Core; Executive: High. Low relevance means the moment is not offered at that level.

    It appears in 4.3% of 11,359 real leadership cases in draft Research Report 01.

    The assessment uses 15 observational markers across 4 groups. This page shows only a small sample, because held-out assessment depends on some behaviours remaining unseen.