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This is an ongoing content series on the current EAN website. We have set it up again here so you can continue to use it (if you like.)
Q. I've always considered myself a driven, hardworking supervisor. Sometimes people kid or joke about it, but I really like what I do. I’ll admit for the first time that lately I wonder if I've crossed into burnout territory. How can I tell the difference?
A. There is not much to worry about if being driven feels energizing. You may have tiring days or even feel exhausted, but if you still find work meaningful and rest restores you, then congratulations. You aren’t immune to burnout, however, which is a recognized occupational hazard. Burnout feels depleting to the extent that your effort no longer produces a sense of accomplishment or renewal. You don’t experience feeling rejuvenated by sleep or being off work for a couple of days. Right now, you get up energized and ready to roll, but if you were burning out, you’d begin losing this urgency and it would be increasingly replaced by dread. As a manager, you are wise to track burnout. Recent studies show 71% of middle managers report burnout, the highest of any group. (See high5test.com/leadership burnout-statistics.) Burnout is treatable, and your EAP is the perfect source for help. You may not be feeling burned out but check in with them to learn more and gain more preventive knowledge.
Q. I feel like I spend half my day managing communication — email, Slack, texts, calls — instead of getting any work done. Is there a better app out there? I'm not alone with this complaint. I also think it's getting worse, and I fear it will be a health issue some day. What's the answer?
A. I've always considered myself a driven, hardworking supervisor. Sometimes people kid or joke about it, but I really like what I do. I’ll admit for the first time that lately I wonder if I've crossed into burnout territory. How can I tell the difference? ◼ There is not much to worry about if being driven feels energizing. You may have tiring days or even feel exhausted, but if you still find work meaningful and rest restores you, then congratulations. You aren’t immune to burnout, however, which is a recognized occupational hazard. Burnout feels depleting to the extent that your effort no longer produces a sense of accomplishment or renewal. You don’t experience feeling rejuvenated by sleep or being off work for a couple of days. Right now, you get up energized and ready to roll, but if you were burning out, you’d begin losing this urgency and it would be increasingly replaced by dread. As a manager, you are wise to track burnout. Recent studies show 71% of middle managers report burnout, the highest of any group. (See high5test.com/leadership burnout-statistics.) Burnout is treatable, and your EAP is the perfect source for help. You may not be feeling burned out but check in with them to learn more and gain more preventive knowledge.
Q. One of my employees seems distracted and on edge lately, and I found out from others it's because her child is being bullied at school. Is this something I should be involved in?
A. Do not involve yourself directly. Many problems, even this one, can be multifaceted and involve issues you cannot examine or exclude. The bullying concern may be real, or it may be a distraction from performance issues unrelated to the presenting problem. This is another example of avoiding “armchair diagnostic” thinking. Employee assistance professionals often assess employees with one apparent problem affecting job performance only to discover a more serious underlying issue no one Considered. This is the hazard of accepting first- or secondhand reports and explanations for performance decline. Proceed as follows: Document what you can measure or clearly articulate in objective terms. This might include distractions, missed deadlines, or frequent absences. You can be compassionate while responding as you would with any personal stressor affecting performance. Mention that the EAP is available and confidential. Recommend she seek support. If issues continue, make the referral formal and include documentation shared with the EAP.
Q. One of my employees goes to the restroom at least 20 times a day. I know my job is to document the behavior, discuss any performance issues, and refer her to the EAP if appropriate. But out of curiosity, what kinds of problems could possibly explain this behavior?
A. Your question gives an opportunity to demonstrate how wide the range of possibilities really is for a situation like this one and how it's nearly impossible for an outside observer to guess what's going on. Jumping to conclusions is natural, and peers or managers often gravitate toward the worst-case explanation first. Conceivably this behavior could reflect an undisclosed medical condition — diabetes, a bladder or a gastrointestinal issue, or medication side effects. It could point to an eating disorder involving purging. It could involve substance use, prescription or illicit. It could be anxiety, since frequent bathroom trips are a common response to stress. Or it could be something mundane, like personal calls or avoiding work. That breadth is the point; no explanation is more likely than the others without more information, which is why speculation isn't useful and diagnosis isn't a supervisor's job. And here's another point: You may never know.
Q. I have a tough referral coming up — an employee with a history of anger issues, and honestly, I'm a little afraid of how he'll react. I’m talking to the EAP first because I want to handle this the right way. Does this show my inexperience, or is this a good idea for any supervisor?
A. Good call. The underlying principle is this: A supervisor who appears confident and supportive is less likely to trigger a defensive reaction than one who seems uncertain or apologetic, especially in a difficult case involving an employee prone to anger or potential workplace violence. Calling the EAP before the meeting is a solid plan. Describe the situation in detail — the employee's history, your concerns, and what you fear might happen — and ask for guidance on framing the referral. This consultation is confidential and does not require the employee's involvement. EAPs exist as consultative resources for situations like this. Going in with a plan changes how you show up. Employees notice hesitation, and uncertainty can be interpreted as suspicion or accusation, increasing tension. Although there is no history of violence, consider EAP and Human Resources guidance on safety precautions, who should attend, and how to structure the meeting.
FrontLine Supervisor is for general informational purposes only and is not intended to be specific guidance for any individual, supervisory, or human resource management concern. For specific guidance on handling individual employee problems, consult with your EA professional. ©2026 DFA
Q. My employee constantly complains about being overloaded, but others with the same workload aren’t struggling. How do I tell whether this is a real problem or an attitude issue?
A. As a rule, take complaints seriously from employees, then examine them objectively. Compare the employee’s workload with peers — not just the number of assignments, but task type, turnaround times, error rates, and work product quality. If the numbers align and coworkers are managing, the problem may be less about workload and more about attitude, skill gaps, work habits, or personal stressors. Next, meet with the employee, share what you found, and ask for a response. They may offer context that reframes the complaint or reveals something personal affecting performance. Some employees carry hidden burdens — stress, unclear expectations, or feeling undervalued — that surface as workload complaints. If you determine no work modifications are needed, and later performance remains below standard, address it directly, make an EAP referral, and request a release so you can speak with the EAP. The EAP will conduct a complete assessment. You can count on the EAP to communicate with you about any needed workplace/job accommodations but barring that, anticipate satisfactory performance.
Q. One of my employees has become visibly frustrated and dismissive lately. I find it disrespectful, and it’s starting to affect how I interact with her. How do I handle this professionally?
A. Most supervisors find it difficult to remain objective when they feel disrespected because dismissive behavior feels like a personal attack on their authority. However, correcting and helping employees with attitude problems requires a strategic approach. As a first step, hold a calm, private conversation focused on observable behavior. Ask what the behaviors mean — for example, a raised voice, interrupting, eyerolling, dismissive body language, failure to acknowledge directives, sarcastic or hostile responses, refusal to engage in routine communication, or making disrespectful comments in front of coworkers. These are behaviors you can observe and document. Key: Discuss her behaviors not her attitude. An “attitude” is nearly impossible to quantify, but behaviors can give you more information about what is troubling this worker. Frustration rarely appears without cause, and a conversation focused on observable behavior often reveals something addressable. You may see a “honeymoon effect” immediately after meeting with her, but if problem behaviors continue, refer to the EAP.
Q. I've referred many employees to the EAP over the years, but lately I’ve feeling burned out, disengaged, and low on energy. I know supervisors can use the EAP, and I don’t fear counseling, but what’s keeping me from making the call?
A. You are demonstrating good self-awareness recognizing the resistance without fully identifying its source. Supervisors have a unique role in organizations, and some of your resistance is linked to dynamics of your position. For example, supervisors often unconsciously adopt the identity position. For example, supervisors often unconsciously adopt the identity of helper and protector rather than someone who needs help. Calling the EAP means stepping outside that role. That’s a little uncomfortable. Second, there’s often a subtle belief that your problems aren’t “serious enough” to warrant professional attention or that you need to show strength to your subordinates, and visiting the EAP may cause you to feel less strong. Third, making the call means acknowledging something is wrong, and that acknowledgment, however private, can feel like a loss of control. Recognize these barriers for what they are: normal human resistance to change, not reasons to wait. The EAP is confidential, judgment-free, and designed for what’s affecting you.
Q. I have an employee whose performance has slipped, but I am hesitant to refer her to the EAP. She seems emotionally fragile. She’s mentioned past trauma and gets tearful easily. My fear is of her reaction, whether she’ll treat it as a crisis or have an overly acute emotional response.
A. The instinct to protect a vulnerable employee is genuinely compassionate, but this is one of the most potentially costly missteps a supervisor can take. You’re hoping she doesn’t have worsening problems, but waiting is much more likely to contribute to a longer, deeper slide into unhealth. Your hesitation is in effect a clinical judgment you aren’t qualified to make. Think about this for a moment. Deciding that an employee is “too fragile” for the EAP assumes that she won’t go, or the shock of the referral will cause a mental health crisis. The EAP exists precisely for employees carrying heavy emotional burdens. Counselors are trained to meet people exactly where they are, including those with trauma histories, emotional sensitivity, and internal crises. Continued inaction — however well-intentioned — leaves a struggling employee without professional support while performance problems quietly compound. Do this: Contact the EAP yourself first, describe your concerns, and let them guide your approach.
Q. Some employees are resistant to being referred to the EAP because they believe it is a precursor to getting fired, a first step a supervisor feels they must take, but often too late after they’ve decided to rid themselves of the worker. How do I intervene if they have this perception?
A. The best way to address this perception is head-on. Say directly, “An EAP referral is not a step toward termination — it’s the opposite. It means I want to keep you and I’m committed to offering every available resource to help you succeed.” Admittedly, the misconception has some basis in reality. Some supervisors have misused the EAP by making referrals only after deciding to terminate — using it to check a box rather than to genuinely help the employee early on. This late-stage cover-your-bases approach undermines the program’s credibility and fuels employee suspicion. And that perception then spreads by word of mouth. Consider the loss of productivity and potential effect this can have on an organization. The antidote is a workplace culture where the EAP is consistently presented as a genuine support resource. Be an EAP advocate among your peers. Talk openly about how to use it effectively and early, and you’ll make serious headway restoring and enhancing the program’s credibility.
FrontLine Supervisor is for general informational purposes only and is not intended to be specific guidance for any supervisor or human resource management concern. For specific guidance on handling individual employee problems, consult with your EA professional. ©2026 DFA Publishing & Consulting, LLC. Gender use in Frontline Supervisor content is strictly random.
