The ‘Always-On’ Manager: How Management Training Helps Prevent Burnout & Increase Company Performance
Overview
Many managers today face constant pressure to be “always on”—checking emails late at night, jumping into every fire, and carrying the emotional load of their teams. Over time, that expectation leads to manager burnout and declining performance. In this post, we explore why boundaries are essential management skills, how a lack of training fuels exhaustion, and how management training programs like help leaders set healthy limits, protect their energy, and model balance for their teams.
Key Takeaways
Many managers in salaried roles face an “always-on” expectation—feeling like they must be available at all times.
This pressure is one of the most common drivers of burnout.
Boundaries are not a luxury; they’re a core management skill that protects both managers and teams.
Managers account for up to 70% of the variance in employee engagement (Gallup), making their well-being a business imperative.
Oxygen’s Management Essentials program equips managers with tools, role-play practice, and accountability to model balance.
Why Promotions Can Lead to Burnout
For many employees, moving from hourly to salary feels like a career milestone. It signals recognition, growth, and new responsibility.
But as Natalie, a graduate of Oxygen’s Management Essentials program, explained:
“Sometimes, it feels like there’s really no such thing as a vacation when you’re a manager. If your team depends on you, you feel the obligation to pick up, even if you’re out to dinner or away with family.”
That “always-on” expectation is one of the biggest hidden challenges of management. Instead of more freedom, managers inherit blurred boundaries, heavier workloads, and constant interruptions. Over time, it leads directly to burnout.
Why So Many Managers Feel ‘Always-On’
Several factors explain why managers across industries struggle to switch off:
Cultural expectations. Many companies implicitly reward managers who are always reachable, even when it undermines performance.
Transition shock. Moving from clear hourly shifts to an undefined salaried role leaves managers unsure when it’s “okay” to log off.
People-pleasing. First-time managers often overcompensate by saying yes to everything instead of delegating or setting limits.
Technology. Slack, Teams, and mobile notifications make it nearly impossible to disconnect.
Natalie described the anxiety of this shift:
“There’s always that anxiety, like if I go out to dinner, am I going to have to step away and take a phone call?”
And she’s not alone. Data backs up what managers feel every day:
53% of managers report feeling burned out at work
Burnout costs U.S. employers an estimated $322 billion annually in turnover and lost productivity
Employees with burned-out managers are twice as likely to quit.
When managers can’t switch off, companies ultimately pay the price.
Why Boundaries Are Essential for Managers
Too often, boundaries are seen as a personal preference. In reality, they’re a core management skill.
Here’s why:
Modeling. Teams mirror their managers. If you send midnight emails, your people will assume they should too.
Performance. A burned-out manager can’t delegate effectively, think strategically, or support their team.
Retention. Employees are more likely to stay when they see leaders with sustainable work habits.
As Natalie put it:
“You can’t care for a team unless you care for yourself first.”
That’s why Oxygen builds boundary-setting into the curriculum; not as a side note, but as a central pillar of sustainable leadership.
How Oxygen Helps Managers Break the ‘Always-On’ Cycle
Natalie’s experience highlights two unique aspects of Oxygen’s program that help managers learn to disconnect without guilt:
1. Reps through Role-Play
Like many participants, Natalie dreaded role-play at first:
“My hands literally sweat in every breakout room. But by the end, I realized if I can get through the cringe of role-play, I can absolutely have the real conversation.”
Repetition made her more confident not just in giving feedback, but also in delegating, saying no, and carving out personal time.
2. Cross-Company Cohorts
Natalie had done an in-house training before, but found Oxygen’s cross-company design more impactful:
Safer candor. “When I’m in a training class with the head of HR, I’m not as likely to speak up. With peers from other industries, I could be honest.”
Fresh perspectives. Hearing from attorneys, startup leaders, and nonprofit managers broadened her approach.
Networking. 1:1 connections outside her company reinforced that boundary challenges are universal.
Together, these elements make boundaries easier to practice—and normalize—back at work.
Tools and Practices Managers Can Use to Set Boundaries
Oxygen equips managers with concrete frameworks to put boundaries into practice. Examples include:
The Manager Operating System. A rhythm for meetings, 1:1s, and communication that prevents managers from being “always-on.”
Delegation frameworks. Tools to shift from “I’ll just do it” to empowering team members without overload.
Boundary homework. Assignments like leaving early for something joyful or taking a full day offline to practice disconnection.
As Natalie recalled:
“Towards the end, [our facilitator] Michael really hammered home that you have to carve out time and space for yourself. You’re no good to anybody with burnout.”
How Companies Gain When Managers Set Boundaries
Supporting managers to set boundaries isn’t just good for individuals—it strengthens the whole company.
Succession planning. ACS South, Natalie’s employer, ties Oxygen training to a five-year plan for filling future leadership roles.
Reduced turnover. Gallup reports that 70% of employee engagement is influenced by managers. When managers feel supported, they stay—and so do their teams.
Culture refresh. Long-tenured managers often default to outdated habits. Oxygen injects modern practices that align with today’s workforce expectations.
Natalie noted:
“Sometimes managers think, ‘I’ve been doing this for 20 years, why change?’ Oxygen shows them new ways. Not necessarily better, but fresher—and that matters.”
Practical Steps Managers Can Take Right Now
Even if you’re not in a formal program yet, here are three actions managers can take now to protect their energy and performance:
Define your hours, and share them. Visibility builds accountability. Post your “quiet hours” in Slack or Teams.
Batch your communication. Reserve response windows instead of checking constantly. Research shows context-switching reduces productivity by up to 40%.
Delegate one task this week. Even if it feels uncomfortable, delegation is the only way to scale sustainably.
Boundaries aren’t selfish—they’re how you ensure your team gets the best of you.
In Natalie’s Words
“I’m really glad I had the opportunity. There’s nothing that can go wrong from investing in your management team. It’s only helpful.”
Natalie’s story reflects what we hear again and again: managers don’t just need technical skills—they need frameworks to protect themselves from burnout.
Ready to help your managers balance performance with sustainability?
👉 Take our Burnout Quiz to see if your team is at risk
👉 Talk to us about the next Oxygen cohort
