The Manager Crash: Why New Leaders Burn Out — and How to Build Your S.H.I.E.L.D.
The Manager Crash: Why New Leaders Burn Out - and How to Build Your S.H.I.E.L.D.
The Silent Breaking Point
“Last week I had 1:1s with only 3 out of my 20 direct reports.
I’m still doing half my old job.
And I can’t tell if my team thinks I’m approachable… or invisible.”
I heard this from a newly promoted manager.
This wasn’t laziness. It wasn’t incompetence. It was the beginning of what many researchers and HR experts now call the Manager Crash.
A manager crash happens when the role becomes overwhelming—when expectations pile up, support is missing, and new leaders start burning out before they’ve even found their rhythm.
This isn’t just about individual exhaustion. When managers crash, teams suffer, trust erodes, and organizations stall.
The Growing Problem: Data Doesn’t Lie
The “manager crash” is not just a catchy phrase—it’s a measurable workplace risk.
47% of people managers report severe stress in their roles (Wiley Workplace Intelligence, 2024).
Gallup found manager engagement dropped to 27% in 2024 (Business Insider, 2025).
HR Dive reports that many managers spend up to 75% of their day in meetings, leaving little time for coaching, strategy, or problem-solving (HR Dive, 2025).
These numbers aren’t just statistics. They represent real people—new leaders who stepped up to take responsibility, only to feel crushed under the weight of it.
Why New Managers Crash
The causes are complex, but they often fall into a few repeating patterns.
1. Dual Roles: Individual Contributor + Manager
New leaders are often expected to keep producing as individual contributors while managing. It’s like having two full-time jobs. No wonder something slips.
2. Lack of Support or Clarity
Few companies provide mentoring or management training. Many don’t even define what success looks like in the role. New managers are left guessing.
3. Peer-to-Leader Transition
Yesterday’s colleague is today’s boss. That shift in identity and authority can feel awkward, strained, or even isolating.
4. Hybrid and Remote Complexity
Leading a team you don’t see every day is harder. Alignment takes intentional effort, and new managers often overcompensate with more meetings (and more exhaustion).
5. Delegation Hesitancy
Trusting others with tasks takes confidence—something most new managers haven’t built yet. Instead, they hold on, pile up, and overload themselves.
6. Well-Being Neglect
Work hours spill into evenings. Emails follow them into the weekend. Recovery never happens, and burnout becomes inevitable.
My Framework: Building Your S.H.I.E.L.D.
When I work with new leaders, I encourage them to think of a framework they can carry into their daily routine—a shield against the crash.
That’s where S.H.I.E.L.D., a framework I created, comes in:
Support & Mentorship
Habits & Boundaries
Identity Shift Talks
Engage Hybrid Teams
Learn Management Basics
Decompress & Well-Being
Let’s break each one down.
S – Support & Mentorship
Problem: Too many managers feel like they’re on an island. They get the title, the responsibilities, and the headaches—but no guide.
Solution: Build your support system.
Ask for a mentor inside your organization.
Create a peer group of managers who meet once a month.
Don’t wait for your company to set it up—seek it out yourself.
Example:
A new engineering manager shadowed another experienced manager for two days. Not only did she learn faster, but she also built a relationship that became her go-to sounding board.
H – Habits & Boundaries
Problem: Time disappears into endless meetings, constant Slack pings, and firefighting.
Solution: Protect your calendar like your life depends on it—because in a way, your leadership life does.
Block two hours of “no meeting time” each week.
Batch 1:1s into specific days.
Set a stop time for your workday—and stick to it.
Example:
One manager blocked “Thursday Strategy Hour.” Within weeks, his team noticed he was more present and prepared.
Note: I have a calendar template in my book, “Discover Your Inner Leader – From Inexperience to Influence.”
I – Identity Shift Talks
Problem: Yesterday you were “one of the team.” Today you’re “the boss.” That’s confusing for everyone.
Solution: Talk about it openly with fairness and values.
Have a candid conversation with former peers.
Acknowledge the shift, clarify expectations, and emphasize fairness.
Share your values—what you stand for as a leader.
Example:
A first-time manager admitted to her team: “I know I was your peer last week. My role is different now, but what hasn’t changed is that I care about your success.” That honesty built trust instead of resentment.
E – Engage Hybrid Teams
Problem: Remote and hybrid teams often feel disconnected. Without intentional effort, people drift.
Solution: Use rituals and practices to create connection.
Weekly 15-minute check-ins for remote team members.
Virtual coffee chats.
Clear visibility into priorities and wins through shared dashboards.
Example:
A DevOps manager started Monday “pulse meetings” that lasted just 12 minutes. Each person shared their top priority for the week. Simple, quick, and incredibly effective at keeping everyone aligned.
L – Learn Management Basics
Problem: Many managers are promoted for technical skills, not leadership ability. Coaching, feedback, and conflict resolution don’t come automatically.
Solution: Learn on purpose.
Take workshops or online courses. My preference is workshops.
Read practical books (Kim Scott’s Radical Candor is a favorite).
Practice feedback in low-stakes situations.
Example:
A project manager practiced feedback in sprint reviews: “In last week’s sprint (Situation), when the QA tests weren’t finished (Behavior), it caused our release to slip (Impact). Next sprint, let’s check blockers daily.” This helped the team meet deadlines consistently.
D – Decompress & Well-Being
Problem: Burnout builds slowly but surely.
Solution: Make well-being part of the job.
Set a no-email boundary after 7pm.
Take walking meetings.
Protect weekends for recovery.
Example:
A manager created “no-email Fridays” for her team. Instead, they used Slack for essentials. The shift reduced weekend work and boosted morale.
What Organizations Must Do
Let’s be clear: preventing the manager crash isn’t just on individuals. Companies must also step up.
Provide structured onboarding for managers.
Create mentoring programs.
Define leadership success beyond numbers—include team health and engagement.
Reduce meeting overload and improve meeting culture.
Normalize conversations about burnout.
Because when managers thrive, teams thrive.
Warning Signs: Are You Near a Manager Crash?
Ask yourself:
Am I consistently exhausted, even after rest?
Do I dread meetings or avoid feedback conversations?
Am I still doing work I should have delegated?
Do I feel isolated—like I can’t talk to anyone about what’s hard?
Do I feel torn between being liked and being respected?
If yes, it’s time to use the S.H.I.E.L.D. framework—today.
A Personal Reflection
I remember my first leadership role. I was so determined to prove myself that I worked 12-hour days, responded to every email within minutes, and carried half my old workload on top of managing.
I thought that made me a good leader. In reality, it made me an exhausted one.
My amazing manager noticed. She said: leadership isn’t about doing more, it’s about creating the conditions for others to do better. And then she sent me to a wonderful weeklong time management workshop – which was way more than time management.
That learning and that shift—building boundaries, learning to delegate, and asking for help—was my S.H.I.E.L.D. before I ever had the acronym.
Conclusion: Build Your Shield Before You Crash
The Manager Crash is real. The data proves it. But more importantly, stories from real people show how painful it can be.
The good news? You don’t have to wait until you hit the wall.
With Support, Habits, Identity talks, Engagement, Learning, and Decompression, you can build resilience into your leadership journey from day one.
So ask yourself:
Which letter of S.H.I.E.L.D. do you need most this week?
Pick one. Practice it. And remember—you’re not alone.
