Instead of relying on subjective feelings, managers can use concrete metrics to detect burnout. A rise in unplanned PTO and sick days is a strong leading indicator that a team is over-stressed and approaching a breaking point, serving as an early warning system.

Top founders don't simply "tough it out" or present a stoic front. They actively manage the immense stress of their role through practices like therapy and setting boundaries. Suppressing emotions leads to burnout, whereas processing them leads to resilience and better decision-making for the entire team.

A core assumption of Dialectical Behavior Therapy (DBT) is that problems like depression or anxiety arise because individuals haven't learned the necessary skills to manage emotions or navigate relationships. The treatment is therefore focused on explicitly teaching these presumed-missing skills.

While "common factors" like empathy and validation are a crucial foundation for therapy, they are often not enough to treat moderate to severe mental health problems. These conditions require structured, evidence-based tools beyond simply having a supportive person to talk to.

Connective labor can be sustaining, not draining. Burnout occurs when the "social architecture" lacks support systems like "sounding boards" for practitioners to process their work. The problem isn't the emotional work itself, but the conditions under which it's performed.

To maintain a flat, hands-on engineering culture without dedicated managers, Fal replaces traditional one-on-ones. They feel 1-on-1s can force negativity and instead use small group discussions with mixed tenure and roles. This format fosters more constructive, solution-oriented conversations rather than simple complaint sessions.

Standard CBT's intense focus on changing thoughts and behaviors proved ineffective for highly suicidal individuals, who felt invalidated. DBT's founder, Marsha Linehan, discovered that "acceptance" of one's life and problems was a necessary prerequisite before meaningful change could occur.

Integrating learning into daily work isn't just about skill acquisition; it improves well-being. This approach reframes hiccups and failures as temporary learning opportunities, lowering anxiety. It also fosters curiosity about others' experiences, leading to better listening, deeper trust, and more collaborative relationships.

To prevent resentment in high-pressure teams, implement a scheduled forum for fearless feedback, like a "Sunday SmackDown." This creates a predictable, safe container for airing grievances—personal or professional. By separating critique from daily operations, it allows team members to be open and constructive without the awkwardness or fear of disrupting morale, thereby preventing small issues from escalating.