Helping People and Organizations

Perform and Thrive

Companies depend on people who can think clearly, work well together, and sustain performance through change. When workloads, unclear expectations, and constant pressure accumulate, burnout can weaken that capacity and make it harder to retain valued employees. ThrivePath helps organizations address strain through burnout prevention, leadership development, coaching, and organizational consulting.

Why This Work Matters

Burnout is shaped by daily work as well as personal resources. Employees need practical support, while managers need the skills and authority to address workload, communication, recognition, and team practices. Listening to employees and making workable changes can support well-being, engagement, retention, and business goals.

Workforce Well-Being and Retention by the Numbers

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of employees who voluntarily left said their manager or organization could have done something to keep them. Gallup [3]

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approximate cost of replacing a leader or manager, according to Gallup. Gallup [3]

0%

greater likelihood of taking a sick day among employees experiencing burnout. Gallup [6]

0%

of full-time U.S. employees felt burned out very often or always in May 2026. Gallup [1]

How ThrivePath Can Help

Burnout prevention and response

Help teams recognize strain, discuss its causes, and build practical approaches to stress, recovery, boundaries, and sustainable performance.

Workplace conditions

Work with leaders to examine workload, role clarity, communication, and expectations, then identify changes that may strengthen engagement and reduce avoidable turnover.

Leadership development

Equip managers and executives to listen, give useful feedback, guide change, and build trust and accountability across teams.

Executive coaching and retreats

Offer confidential coaching and facilitated time for leadership teams to reflect, align priorities, and put new practices into action.

Retention as a

Return on Investment

Keeping valued employees is a central potential return from burnout prevention and stronger leadership. Fewer avoidable departures can reduce recruiting and onboarding demands while preserving team knowledge, customer relationships, and continuity of work. ThrivePath can help establish a baseline and track voluntary turnover, retention, vacancies, employee intent to stay, and related costs over time.

A healthier workplace is an investment in your people and your organization’s future.

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Additional Research & Sources

  • Turnover costs for technical professionals can be about 80% of annual salary and about 40% for frontline employees; senior/executive turnover costs can reach up to 213% of salary. [3,4]
  • 45% of employees who voluntarily left said no one had discussed their satisfaction, performance, or future with them in their final three months. [3]
  • Nearly 70% of surveyed executives said they were seriously considering quitting for a job that better supports their well-being; 73% said their job does not allow them to disconnect. [5]
  • Employees experiencing burnout are 74% more likely to be looking for another job. [6]
  • Workplace stress accounts for an estimated $125B-$190B annually in U.S. healthcare spending. [7]
  • Low employee engagement cost the global economy an estimated $438B in lost productivity in 2024. [8]
  • Managers account for roughly 70% of the variation in team engagement. [8]
  • 36% of managers reported burnout and 24% were considering quitting within six months in a 2024 survey. [9,10]
  • Employees with well-supported managers are 58% less likely to experience burnout; employees lacking manager support are 4.5 times more likely to become retention risks. [10]
  • Only 44% of managers worldwide have received management training. [8]
  • 31% of U.S. employees in a 2025 SHRM survey said their job caused frequent stress; workload and poor leadership were among the main sources. [2]
  • 50% of U.S. and Canadian workers reported feeling a lot of stress during the previous day. [8]
  • Burned-out employees are 13% less confident in their own performance. [6]
  • Employees experiencing burnout are 32% less likely to feel responsible for the quality of their product or service. [6]
  • Burned-out employees are 58% less likely to say coworkers do right by customers and 56% less likely to say their organization delivers on its promises. [6]
  • Highly engaged teams outperformed the least engaged by 10% in customer loyalty, 23% in profitability, and 18% in sales productivity, with 32% fewer quality defects. [11]

Sources: [1] Gallup, Employee Wellbeing Indicator (2026). [2] SHRM, Poor Leadership and Heavy Workloads (2025). [3] Gallup, 42% of Employee Turnover Is Preventable but Often Ignored (2024). [4] Boushey & Glynn, Center for American Progress (2012). [5] Deloitte & Workplace Intelligence, Well-being at Work Survey (2022). [6] Gallup, How to Prevent Employee Burnout. [7] Goh, Pfeffer & Zenios, reported in Forbes/HBS Working Knowledge (2015). [8] Gallup, State of the Global Workplace: 2025 Report. [9] Gallup, The Antidote to Manager Burnout (2022). [10] meQuilibrium manager survey, reported in Forbes (2024). [11] Gallup, Q12 Meta-Analysis, 11th Edition (2024).