Workload & wellbeing
Say you're running on empty, and ask for advice
A short conversation to name that you're running low, and let your manager help
Name to yourself that you're running on empty, then tell your manager plainly and ask for their advice.
- 10 minutes
- You and your manager
- When you notice it
- Conversation
Why this can work
People tend to think others can tell how they're feeling more than they actually can. Saying it plainly, as something you've noticed and are working on, gives your manager a chance to help rather than guess. Asking for their advice keeps it a shared problem, not a complaint.
Read moreHow to talk to your manager about burnout
You’ll come away with a manager who knows, and one thing to try this week.
- Name it to yourself first.
Write one line on what you're noticing: tired on Sunday nights, short with people, dreading things you used to enjoy. Nothing needs solving yet.
Tip: If you can, notice what drains you most. It makes the conversation easier and the advice better.
- Decide what you'll handle on your own.
A couple of things are yours to change without asking anyone, like when you stop and what you say yes to. Having started on those means you walk in as someone working on it, not handing it over.
- Tell your manager, and ask for advice.
A regular 1:1 is a good place. A calm week is better than your worst day.
You“I've noticed I'm running on empty lately. I'm working out what I can change on my end, and I'd really value your suggestions.” - Listen, and agree one thing to try.
They may suggest a shift in priorities, a pause on something, or simply tell you they've been there. Pick one thing and say when you'll check back.
- Check back in a week or two.
Tell them what helped and what didn't. It closes the loop and makes it easier to raise again if you need to.
Good times to repeat it: when you first notice it, not when it's obviousbefore a busy seasonafter a long stretch of long weeks
Making it work for you
Every workplace is different. Here’s what to think about before you start, and what might get in the way.
Things to think about
I'm noticing invites help; you're overloading me invites defense. Both might be true, and only one tends to get you somewhere.
What might make this harder
Keep the I'm noticing form and ask about priorities: which of these matters most right now? A priority question is easier to hear than a complaint.
Questions people ask
How do I tell my boss I'm burned out?
Keep it short and about what you've noticed: you're running low, you're working on what you can change, and you'd value their suggestions. It tends to land better than a list of what's wrong.
Should I tell my manager I'm struggling with my workload?
Usually, yes. They can't adjust what they don't know about, and hearing it early gives them more options than finding out from a missed deadline.
Is it unprofessional to say I'm exhausted at work?
Not when it's said plainly and paired with what you're doing about it.
Why this works, and where it comes from
People who are running low tend to go quiet about it. They work longer, answer later, get a little shorter with people, and assume it's obvious. It mostly isn't: the people around you can see your output, not what it's costing you. So they keep asking for what they've always asked for, and the gap between how you feel and what they think gets wider.
The order matters: name it, handle what's yours, then ask. Naming it to yourself turns a vague heaviness into something you can say in a sentence. Starting on what's in your control means you arrive as someone working on the problem, not handing it over. And asking for ideas rather than relief invites your manager to think with you instead of defending the workload. Help tends to come more easily when you've asked for suggestions, not rescue.
From your manager's side, this is information they'd almost always rather have now than later. Later usually means a missed deadline, a mistake, or a resignation letter, and by then their options are few. Some will move a deadline or take something off your plate. Some will simply listen and tell you they've been there. Either is more than silence gets.
It isn't the right frame for everything. If the problem is how you're being treated rather than how much there is, asking for advice can make it sound smaller than it is; that's a conversation for HR or someone you trust. Real distress is a different situation again, and a doctor or a trusted person outside work comes first.
Other simple things to consider
What to do next
More in Workload & wellbeing
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An exercise written by Truest, based on our experience. Last updated September 25, 2026. We sell a career membership; where that’s relevant above, we say so.