Canadian employees are reporting higher levels of stress and exhaustion than in past years — and managers are on the front lines of preventing that strain from turning into burnout, according to new research from Sun Life.
Burnout, a state of emotional, physical and mental exhaustion caused by prolonged stress, can erode productivity, engagement and retention. In its Resilient Organization report, Sun Life outlines how targeted manager training and early intervention can protect both employees and the organization’s long-term health.
“We know Canadians are feeling more overwhelmed than they have in the past,” said Carmen Bellows, Sun Life’s director of mental health. “Burnout is both a structural issue within organizations and an individual health factor — and leaders have an important role to play in addressing it.”
Recognizing the warning signs
Bellows describes burnout as showing up in three main ways: physically, employees may feel drained, experience disrupted sleep or appetite; emotionally, they may become irritable, cynical or lose motivation; and behaviourally, they may withdraw from colleagues, procrastinate or become less reliable.
The key for managers, she said, is to look for changes in behaviour or performance rather than relying on assumptions.
“It could be someone who used to contribute actively in meetings becoming quieter, or an employee arriving late more often,” Bellows said. “These shifts are the cues for a check-in.”
Such conversations should be approached with curiosity and care, she added. An observation like, “I’ve noticed you’ve been late a few times and seem quieter than usual. Is there something going on?” opens the door without judgment.
Why manager training matters
While managers aren’t mental health professionals, they are often the first to notice when something is wrong. Proper training can give them the confidence to start supportive conversations and guide employees toward appropriate resources.
“Training needs to go beyond awareness and include skills like empathy, stigma reduction and interpersonal attunement,” Bellows said. “It’s about understanding how language and behaviour can either perpetuate stigma or create safety for employees to speak up.”
This training should also reinforce the limits of a manager’s role — they are not there to diagnose or treat, but to connect staff with help such as employee and family assistance programs, mental health benefits or other workplace supports.
The five foundational attributes of resilience
Sun Life identifies five attributes as critical to building resilience — and managers can actively support each one:
- Social connections: Encourage team-building, mentorship and peer support. “Strong relationships help people navigate challenging times,” Bellows said.
- Purpose: Use goal setting, career planning and performance management to help employees see a future path.
- Health and wellness: Promote use of health benefits, wellness programs and small, sustainable habits like regular breaks.
- Healthy thoughts: Offer access to coaching or online cognitive behavioural therapy to help reframe negative thinking.
- Seeking help: Normalize help-seeking behaviour by talking openly about available resources and how to access them.
Bellows likens resilience to a muscle that can be strengthened at any stage.
“It doesn’t matter where someone starts — with practice, they can build their capacity to manage stress and adapt,” she said.
Early intervention starts on day one
Bellows said the most effective “early intervention” isn’t a single conversation when a problem arises — it’s the ongoing relationship managers build from an employee’s first day.
“Check-ins should be regular, predictable and two-way,” she said. “Ask what’s going well, where they’re struggling, and what resources they need. That way, if performance changes, there’s already trust in place.”
These check-ins can also help managers understand what stressors are within the organization’s control and which may be personal. If the cause is work-related, adjustments might include redistributing workload, offering flexible hours or clarifying expectations. If it’s personal, a manager can connect the employee to resources without overstepping.
Don’t forget the leaders
The report also warns against neglecting managers’ own well-being.
“An organization is as sick as its leader,” Bellows said. “If leaders aren’t attending to their own health, the culture suffers.”
When managers model healthy boundaries, take time off when needed, and are open about using available supports, it sets a tone for the entire team.
“Employees watch their leaders closely,” she said. “If they see that balance is possible, they’re more likely to take care of themselves too.”
Culture change, not box-ticking
Bellows cautions against treating manager training as a one-time requirement.
“We need to intertwine mental health and education into different aspects of the organization,” she said.
That means embedding mental health training into ongoing leadership development, creating spaces to share success stories, and reinforcing that psychological health and safety are priorities — much like workplace safety meetings are routine in many industries.
Organizations that take this approach see tangible benefits, Bellows said. “Leaders report more confidence, employees feel more comfortable asking for help, and there’s often increased use of benefits that support well-being. It’s about creating a culture where those conversations aren’t avoided.”
Burnout is more than fatigue
One misconception Bellows pushes back on is the idea that burnout can be “rested away” like a flu.
“It’s partly a state of mind connected to physical exhaustion,” she said. “Recovery involves reconnecting with your community, engaging in meaningful activities, and shifting away from constant exposure to negativity.”
Self-care plays a role, but so does reframing how challenges are viewed. “If negative thinking starts to dominate, it’s time to step back from those influences and look for the good — in relationships, in work, and in the broader world,” she said.
The business case for prevention
Preventing burnout isn’t just about protecting employees. It’s also about protecting the organization’s resilience. Sun Life’s research shows that resilient employees are more productive, take fewer sick days and stay longer with their employer.
“Business success can and should come with integrity, honesty and ethical behaviour,” Bellows said. “When managers are equipped to support their teams in this way, everyone benefits.”
