Are Your Managers Burning Out? The Data Might Hold an Answer.

Managers are the hidden linchpin of a stable engineering system, yet their burnout is rarely measured directly. The piece argues that instead of trying to quantify a manager's output, you should watch the health of the system they shepherd. When the system starts to wobble, it is a strong signal that the manager is overwhelmed.

Three proxy metrics are highlighted. Dependency resolution time tracks how long tasks sit blocked waiting for a manager to unblock them; a rising trend suggests the manager is stretched thin. Wait times for external resources such as test environments or third-party deliverables rise when the manager loses grip on cross-team interfaces. Risk management effectiveness looks at the percentage of logged risks that become active issues; a high conversion rate indicates preventive work is being neglected.

These signals are not a diagnosis, only a trigger for a conversation. The author stresses that the fundamentals of good leadership-clear priorities, respect, proper tooling, and psychological safety-are what ultimately prevent burnout. Data can point out the problem, but human empathy and coaching are required to fix it.

The author offers an analytical platform that surfaces these metrics and pairs it with consulting expertise to help leaders intervene early. By combining hard data with experienced judgment, technical leaders can protect their managers before burnout spirals into a team-wide crisis.