CI: What are the most common early warning signs of employee burnout that leaders often miss?

LN: One of the most dangerous myths about burnout is that it’s loud—that it looks like someone crying or taking a leave of absence. But often, burnout is quiet. It’s the person who used to bring ideas to every meeting and now says, “Whatever you think is fine.” It’s the high performer who’s still delivering, but no longer smiling. You might call it disengagement. But it’s more like a slow leak in the soul. Leaders often wait for performance to drop. But by then, it’s too late. The emotional withdrawal always comes first.

Before people quit their jobs, they quit their joy. That’s what burnout steals first.

CI: How should a founder intervene when they suspect burnout?

LN: Don’t wait for a crisis to show you care. Burnout doesn’t go away with a generic “let me know if you need anything.” It needs a real, present leader who says, “I’ve noticed something’s shifted—how are you really doing?” Then listen. Really listen.

And here’s the part most leaders skip: follow through. That might look like reprioritizing their workload, extending real recovery time or letting something slide in the short term to protect their long-term well-being. Compassionate leadership isn’t soft. It’s strategic. Burned-out people don’t build bold businesses.

CI: Do entrepreneurs face unique burnout risks compared to more traditional employees?

LN: Absolutely. Founders are especially vulnerable to burnout—and not because they’re weak. It’s because the work is so personal. You’re not just managing tasks. You’re pitching investors, answering customer emails at 11 p.m., covering payroll and trying to have a life. You’re emotionally fused with your work. So every failure feels like a reflection of who you are. Angela Duckworth talks a lot about grit. But grit without boundaries? That’s just a fast track to breakdown. Entrepreneurship often means trading a 40-hour job for an 80-hour dream. And the dream can still burn you out.

CI: How do a founder’s own work style and boundaries influence burnout risk across the team?

LN: Your calendar is culture. Period. If you’re emailing at midnight and bragging about skipping lunch, your team takes note. You might say you support boundaries—but people watch what you do. Founders forget how much power they have in shaping norms. If you rest, your team feels permission to rest. If you set realistic expectations, they stop killing themselves to impress you.

The fastest way to build a burnout culture? Lead by bad example.

CI: Can you share examples of startups that handled burnout well—or poorly?

LN: One startup I worked with created something called “Core Hours.” Everyone was online 10–3. Outside of that, it was up to you. That one shift—combined with async decision-making—changed everything. People started sleeping more, parenting better, even thinking more creatively. Another had “unlimited PTO” but made it clear that using it was frowned upon. People bragged about working while on vacation. They had double the turnover in 18 months.

The best cultures don’t reward burnout. They prevent it.

CI: What’s one counterintuitive strategy you recommend to prevent burnout in high-growth phases?

LN: Schedule joy. I know that sounds soft, but it’s actually deeply strategic. Joy isn’t fluff. It resets your nervous system. It makes you more creative, more compassionate, more focused. And those are the traits that fuel sustainable growth. During my own career break, I gave myself a full month just to play. No goals. No pressure. It changed everything. In high-growth mode, your brain needs the opposite of pressure. It needs pleasure.

CI: Can mini breaks or vacations help, even if people can’t take extended time off?

LN: Yes—if they’re real. Scrolling through Slack on a beach isn’t a break. A “working vacation” is just… work. But intentional mini breaks—three days without devices, a weekend of rest, a daily walk without multitasking? That’s healing. Emily and Amelia Nagoski talk about “completing the stress cycle.” You need to finish the stress response. Otherwise, it just lingers in your body. It’s not the length of the break. It’s the depth of your disconnection that matters.

Q12: Where do you see workplace well-being heading—especially in hybrid work?

LN: We’re moving from performative to personalized. The future isn’t in office snacks or Zoom yoga. It’s in leaders knowing their team’s actual needs. It’s in flexibility, transparency and mutual trust. Hybrid made boundaries blurry. The best companies will help employees draw them again—with intention.

CI: Final tips for employees trying to avoid burnout?

LN: Get clear on what you value—and what you’re no longer willing to trade for a paycheck. Then protect your energy like it’s your job. Because it is. One of my favorite exercises is writing “anti-goals.” Instead of just focusing on what you want—define what you’re done with. Done skipping lunch. Done with 8 p.m. meetings. Done saying yes when you mean no. And ask for help. Burnout thrives in silence.