Burnout Toolkit

Learn more about burnout, its contributors and key strategies to address it for leaders, faculty, staff, and learners. 

Learning Objectives:


Burnout is Common

Burnout can occur in any occupational setting. It is a particularly common experience for faculty, staff, and learners in a medical, research, and academic community like Michigan Medicine. It can be characterized by emotional exhaustion, depersonalization, and a low sense of personal accomplishment.1  We must recognize that burnout, and its effects can manifest in any occupation across our organization. Workforce burnout is not just a small thing that people need to figure out how to get over. It is a difficult and impactful reality that can lead to many negative consequences.

While current research has focused heavily on burnout among clinicians in the academic medical setting, it is important to acknowledge that everyone is susceptible over the course of their career regardless of their role. Burnout is a serious issue that may cause an individual to reduce work hours, or leave their profession entirely.6,8 

Michigan Medicine Rates of Burnout

National Rates of Burnout


What does burnout look like?

Burnout can look like many different things. Individuals may be at different levels of burnout, which can range from neglecting personal care and needs, withdrawing, behavioral changes, to mental or physical exhaustion or collapse. 

The three classical domains of burnout mentioned above can manifest in many different ways.  

Examples of what burnout may look like, include but are not limited to:

Image adapted from Executive Leadership and Physician Well-Being:  Nine Organizational Strategies to Promote Engagement and Reduce Burnout 12.

Listen to Dr. Brower discuss burnout on The Wrap podcast, here!

What does Well-Being look like?


Individual interventions are necessary, but not sufficient, to address burnout. Interventions must also be focused at the organization and work levels to enact lasting change.9

Organizational Level (senior leaders and managers):

Why should leaders care about burnout?

Burnout can negatively impact culture and lead to loss of productivity and increased turnover.


What can contribute to burnout?

Leadership behaviors and decision-making, work expectations, culture.

Work Level (your teams):

Visit the Quality Department's Internal Website for more information on High Reliability at Michigan Medicine.

Why should your teams care about burnout?

Burnout can be detrimental to patient care, including patient satisfaction. It can also lead to interpersonal conflicts within a unit/department/ team.


What can contribute to burnout?

Workload overload, inefficiencies, long hours, administrative burden, lack of autonomy or support.

Individual Level (you):

There are many coping and resilience strategies11 as well as mental health support services to help you at an individual level.  For more information, visit:

Why should you care about burnout?

Burnout can greatly impact one's physical health, and emotional and mental well-being as well as career. 


What can contribute to burnout?

Self-criticism, over-commitment, coping strategies, work-home imbalance, no sleep or support.