Burnout is more than just feeling stressed or needing a break. It’s a complex, long-term exhaustion caused by prolonged emotional, physical, and mental strain.

Recognised by the World Health Organisation as an occupational phenomenon, burnout affects both mental and physical health.

According to the American Psychological Association, companies that ignore employee well-being face higher turnover, lower productivity, and increased healthcare costs.

But how do we ensure that solutions are more than just a sticking plaster? How do we detect, remedy or even prevent burnout?

No one person can do it all, but teams can cover all bases, lightening the load on individual team members.

Belbin’s Team Role model can provide crucial insights into the strengths present in the team and how to use them to best effect. The methodology helps managers detect – and even prevent – burnout, enabling teams to work smarter, not harder.

According to Gallup, there are five key reasons for burnout. Here’s how to use Belbin Team Roles to help with each.

1. Unfair treatment

We’re likely to find it easier to work with some than others, and sometimes our strengths and approach to work can play a part.

A manager might be inclined to work more closely with those who demonstrate similar behavioural styles to their own.

An outgoing Resource Investigator, for example, might find it easier to work with a similarly gregarious colleague, rather than with a Monitor Evaluator whose caution might dampen their enthusiasm.

But working with like-minded people leads to groupthink. Complementarity is key. When team members understand the value each contribution brings to the team, they are more likely to embrace those contributions, building trust in the team.

2. Unmanageable workload

Even high performers may struggle under the pressure of an excessive workload, but in this case, burnout may manifest itself in different ways. Those with Specialist strengths are likely to dive deep into their work, isolating themselves and potentially wasting effort on tasks that no longer align with team priorities. Strong Completer Finishers, on the other hand, who are often reluctant to delegate, are likely to become anxious and miss deadlines in their quest for perfection.

Identifying the individual’s strengths (and associated weaknesses!) can help to uncover problems – and devise appropriate solutions – more quickly.

3. Lack of role clarity

A Gallup survey revealed that only half of employees understand what is expected of them at work – and managers were equally unclear.

Lack of role clarity can cause tension and frustration, through duplication of work and missed opportunities.

Rather than relying on rigid job descriptions, the Belbin methodology enables managers to allocate work according to strengths. This boosts engagement which, in turn, helps guard against burnout.

4. Lack of communication and support from managers

Employees with supportive managers are 70% less likely to experience burnout, but 69% of managers say they’re uncomfortable communicating with members of their team.[1]

It can be difficult for managers to know exactly what each person needs – or how to approach the conversation.

A strengths-based framework like Belbin opens up that conversation. It helps managers understand how their people work best, including their ideal working styles and environment. Some might need isolation for deep focus, whilst others would find it suffocating and crave company.

It might not always be possible to accommodate someone’s preferred styles, but even an awareness of any tensions or difficulties can help ease the situation.

5. Unreasonable time pressure

Employees who have enough time for tasks are 70% less likely to face burnout.[2] Whilst better planning should alleviate the problem, there will always be occasions where tight timelines are unavoidable.

In these situations, it is useful for managers to understand how each team member might respond.

Deadline-focused Shapersmay become frustrated and push too hard, leading to rash decisions. On the other hand, Monitor Evaluators, who need time to weigh evidence and arrive at the right conclusion, are likely to withdraw altogether if they feel that the decision-making process is unduly hurried.

Asking the Right Questions

Burnout is a preventable issue. Addressing it starts with asking the right questions.

An individual approach is required for organisations to better understand the needs of their employees, make meaningful changes, avoid assumptions and offer targeted solutions for both individuals and teams.

About the Author

Victoria Brown, Head of Research & Development, Belbin Ltd, commissions and oversees internal and external research projects and leads the analysis, refinement and innovation of the Belbin inventories and reports. In 2022, she edited the third edition of Meredith Belbin’s Team Roles at Work, authoring a new chapter on the subject of virtual and hybrid teams.

Victoria has authored a range of content across the business, including white papers on Belbin in different cultures, virtual and hybrid teams and more. Her thought leadership pieces have been published in HR Director, the International Association of Project Managers, the Staff Development Forum and the Charity Learning Consortium, and she has featured as a guest speaker on a number of HR webinars and podcasts.


[1] https://hbr.org/2016/03/two-thirds-of-managers-are-uncomfortable-communicating-with-employees

[2] https://www.ncbi.nlm.nih.gov/pmc/articles/PMC11249184/