Building a Resilient Team Culture That Prevents Burnout – A Personal Reflection

If you’ve ever led a team, you’ll recognise the subtle signals when something isn’t quite as it should be.

I’ve seen situations where a colleague - someone usually engaged and reliable - begins to lose enthusiasm or finds it harder to meet deadlines.

Over the years, I’ve noticed this not only in the organisations we support, but occasionally within our own team. It’s rarely just “an off week”—more often, it’s the first sign that burnout is beginning to make itself felt.

Burnout: Moving Beyond Individual Struggles

When we set up Motion Learning 20 years ago, there was less open discussion about burnout. Today, it’s broadly acknowledged—especially now the World Health Organization recognises burnout as a workplace issue. Yet too many organisations still treat it as an individual’s problem, hoping for quick fixes, rather than confronting the deeper cultural factors at play. In my experience, building resilience means looking at how we work together - what we value, how we create space for recovery, and the leadership we demonstrate every day.

Why Resilience Matters to Me

Resilience isn’t just about bouncing back; it’s about developing an environment where people’s energy and wellbeing count as much as results. I’ve seen teams falter - not due to a lack of talent or desire - but because prolonged pressure eroded trust, openness, and the spark of creativity we all need.

If people stop contributing honestly, or innovation dries up, that should always have been my cue to pay attention as a leader.  But I didn’t find it easy to do; team members and colleagues of mine in previous roles will be all to aware that I’ve struggled to avoid piling on more pressure on others and myself because of organisational demands, and I’ve suffered along with everyone else as a result.

Leadership: Modelling Healthy Habits

There’s a moment early in my management career that stays with me - endless hours, always “on”, expecting others to keep pace, or trying to keep pace with others myself, not putting a hand up to ask for support, or just a conversation to get a better perspective. It simply wasn’t sustainable, and when the inevitable decline in performance occurred, I was just left feeling I'd failed…

Now, I always aim to take time out, protect evenings and holidays, and talk openly about maintaining healthy boundaries. When leaders do this, the team feels able to do the same. Demonstrating self-awareness is, in my view, a real strength, although not something that always comes easily, and actually becomes harder the greater the pressure.

What We Recognise Shapes Our Culture

I’ve learnt that team culture is shaped by what gets celebrated and also what gets criticised. If the only way to succeed is to constantly overwork, we’re on a slippery slope. At Motion Learning, we value teamwork, understanding, quality contributions, and supporting each other, especially when workloads rise or someone needs a genuine break. True excellence is about focused, thoughtful work which respects each of our abilities and limitations - not relentless activity – and so that is what we always aim for.

Creating Breathing Space for Teams

We see with our clients that teams need time to step back and think. I’m a firm believer in protecting time for the kind of deep work and honest conversations that keep energy high. Whether that’s setting aside quiet hours, or pausing to check in with one another, it always pays off in the long run. When a team steps up to support a colleague under pressure, that is something to be proud of.

Psychological Safety as a Foundation

As coaches we talk a lot about the importance of psychological safety. It isn’t easy to say “I’m struggling”, but, as a coach and manager, if you can try to make it normal to ask “How are you doing?” and “What support would help?” you can go a long way to creating a positive impact.  Encouraging self-awareness, openness, honesty and vulnerability should be prized, and team members’ responses should be valued, not judged.  If we can work with our clients to encourage them to lead with empathy and demonstrate vulnerability, we believe we’re making a positive impact.

Final Thoughts

Creating a resilient culture is never finished - it's a journey requiring continual reflection, honest dialogue, and a focus on what really matters. My experience is clear: the most effective organisations are not those burning the candle at both ends, but those who cultivate an environment where everyone has the space to thrive but also to be vulnerable. Aiming for that type of culture isn’t idealistic - it’s what sets great teams apart.