When Burnout Hits Hard: Post-Pandemic Lessons for Managers

January 29th- 2022. Written by Anthony Gill 

The COVID-19 pandemic disrupted the comfort zones many had built around their work lives. It stretched people thin, tested their boundaries, and, for many, led straight to burnout.

Everyone carries a unique mix of stress, expectations, and coping mechanisms. This means that when a major change like the COVID restrictions hits, it affects each person differently. For some employees, the sudden shift during the pandemic was a relief. Remote work, no commute, and the freedom to wear pajamas all day felt like a dream. For others, it was a nightmare: isolation, lack of boundaries, and constant, silent pressure.

To start a conversation about how to deal with this, we spoke to two seasoned managers: Serhii Mariekha, a Tech Lead at Ring, and Andrii Zatserklianyi, CEO and co-founder of Sellberry. They shared real cases from their workplaces, stories many managers might recognize. Hopefully, their experiences can serve as a guide for supporting teams when burnout strikes.

So, when does burnout happen? 

Burnout doesn’t always announce itself. According to Andrii, in most cases it builds quietly over time, especially in remote teams where developers spend long hours online. “There are a lot of reasons,” Andrii says, “but a few come up almost every time. Especially with those who’ve been working remotely for a very long time before going back to the office.”

One of the first warning signs to look for is the disappearance of boundaries. “When you’re always at home, you lose that sense of where your day starts and ends. It’s so easy to start early, stay late. Eventually, it feels like you’re always on duty, always available, even when you’re not supposed to be.”

That sense of being constantly on call is amplified by another stressor: ambiguity. “People burn out when things aren’t clear,” Andrii explains. “When tasks are vague, requirements keep shifting, expectations go unspoken, that creates this background anxiety. You’re constantly second-guessing yourself. That kind of uncertainty is exhausting.”

Burnout rarely arrives with drama or loud warning signs. More often, it happens gradually: people may still be logging in, joining calls, and delivering work, but internally, they’ve already disconnected. The energy, focus, and drive that once defined them begins to fade, replaced by a quiet sense of detachment. So, what do you do as a manager when the burnout happens? 

Leave the room for proper transition

Not everyone was eager to return to the office when pandemic restrictions eased. For one of Serhii Mariekha’s team members, the transition back to in-person work marked the beginning of a slow burnout. “He loved being at home, managing his own time, getting into deep focus. It just worked for him,” Serhii recalls.

But once the team returned to the office, everything shifted. His motivation dipped sharply. “He was there physically, but he just wasn’t the same. Headphones on all day, barely interacting, missing deadlines. Something was off.”

This situation reflects a common challenge in the post-COVID era. Many employees, who experienced the autonomy and flexibility of remote work, found it challenging to readjust to traditional office settings. Going back to in-person work disrupted their new-found routines.

In Serhii’s case, he offered his team member a two-month sabbatical. During this period, the employee is fully disconnected from work, deleting Slack from his phone, spending time in nature, watching films, and resting. 

Serhii also supported giving his employee a full digital break. No screens, no work messages, just time to fully step away. It helped him reset and feel like himself again. Sometimes, the best way to deal with burnout is simply giving people real rest and space to recover.

But in some cases space isn’t enough

When the pandemic disrupted daily life, many lost more than just their office routines, they lost the structure that kept them grounded. For another Serhii’s employee, who lives with bipolar disorder, routine wasn’t just helpful, it was essential. His day was ruled by a precise rhythm: wake up, commute, grab coffee, take medication. When COVID-19 hit, that structure vanished. Without those cues, he began missing his medication. Soon, he was cycling between intense bursts of work and deep depressive crashes.

Serhii recognized that this wasn’t something they could handle alone. The company stepped in to cover therapy, psychiatric care, and medication. They didn’t just check in occasionally, they kept the conversation going, gently and regularly. “It’s important not to leave people alone with their struggles,” Serhii says. “Thankfully, mental health isn’t as stigmatized as it used to be. We should take advantage of that.”

Leading with empathy

The main thing that helped teams get through COVID-related burnout was regular check-ins, not just about tasks. To prevent burnout, Andrii suggests dedicating 15 minutes every two to three weeks to discuss personal well-being. He observes, “If someone becomes unusually quiet, irritable, or disengaged, it’s a signal. As a manager, you need to know how your people are feeling.”

Empathy also plays a significant role for Serhii in guiding people through burnout, as well. “It’s not about being a family in a toxic way. Simply showing interest in your coworkers, asking how they’re doing, and being open with them can make a huge difference,” he says.

Serhii also recommends creating an environment free from blame or judgment. “Encourage openness and honesty, and help them do their best work.” Recognizing that everyone faces personal challenges, he adds, “As a manager, your job is to find a way to support them.”

Another key thing is remembering to be kind to yourself as a manager and to set clear boundaries. Andrii is against glorifying constant availability: “Don’t heroize being always on call. If you don’t set boundaries, your team won’t either. Without boundaries, there’s no recovery, and without recovery, there’s no long-term success.”

Lastly, do you hire anyone who’s been through burnout?

Hiring someone who’s been through burnout might sound risky, but it could add valuable perspective to your team. Both Andrii and Serhii say that with the right approach, these candidates can bring resilience and fresh perspectives to the workplace. Here’s what you can do step-by-step.

1. Ask the tough questions upfront

Andrii believes in transparency from the start. He asks candidates directly: “What exactly caused your burnout? How are you feeling now? What changes have you made in your behavior?”

If a candidate blames their previous team or attributes burnout solely to external factors, it raises concerns. However, open and honest discussions are a positive sign. Employees who acknowledge their past burnout aren’t a concern; the real risk lies with those who ignore their condition and remain silent. Such people may struggle to regain their strength.

2. Start slow and steady

Once hired, it’s crucial to ease the employee back into work. Andrii advises, “I don’t assign critical tasks in the first few weeks. The person needs to integrate into the team, understand the culture, and feel the pace.” This approach allows the employee to adapt without unnecessary pressure.

3. Respect their journey

If a candidate admits they left a previous job due to burnout, it’s important to approach the situation with respect and understanding. Serhii Mariekha says, “If someone comes to you and admits they left their previous job because they burned out, please respect that. It’s not easy to say. It takes real courage to admit when things weren’t working out.”

As a manager, the goal is to create a new environment that supports the employee’s well-being and prevents future burnout. Hiring someone who has experienced burnout isn’t about giving them a second chance; it’s about recognizing their potential for growth and resilience. 

Burnout isn’t a failure, it’s a signal

Burnout doesn’t mean someone is broken. It’s not a flaw or a weakness. It’s a clear signal that something in the system, whether it’s workload, structure, communication, or culture, isn’t working. For managers, that signal is an opportunity.

It’s a chance to step in with empathy, to reassess how your team works, and to lead with awareness instead of assumptions. The stories Serhii and Andrii shared are reminders that burnout isn’t something you fix with a motivational talk or one day off. It requires real conversations, thoughtful support, and a willingness to adapt, sometimes for just one person, sometimes for the whole team.