The work of government can leave public servants feeling stretched, from tight budgets and growing workloads, to emotionally demanding work. It can be easy to push past healthy limits but when not successfully managed, this can result in exhaustion and reduced professional effectiveness.

That is why a recent discussion in the Apolitical Community resonated so strongly, as public servants shared advice on how to better support colleagues that need a break.

Here are the biggest lessons. Comment below which you found helpful, or if there are any tips of your own you'd like to share!

Start with humanity

People need to feel seen as humans before employees.

Community members stressed the importance of honest conversations, empathy and creating space for staff to speak openly about pressure. They spoke about how supporting someone at work starts with acknowledging the problem directly and compassionately, rather than waiting for things to escalate.

One public servant put it simply: “Be human.”

“Most importantly, be human, remind your team that they're humans, and remind them that you value them as humans."

That means talking openly about balance, wellbeing and the reality that work should not consume someone’s entire identity. Members also shared how modelling healthy behaviour themselves, whether that’s taking leave, switching off at weekends or discussing hobbies outside work, helped create healthier team cultures overall.

And this isn't only a leadership job: colleagues checking in on each other, without waiting for a manager to notice, often does just as much to make someone feel supported.

Don’t just tell people to rest, make it possible

Another clear takeaway: encouraging leave is important, but it’s not enough on its own.

High performers might avoid taking time off because they know the workload will still be waiting for them when they return. Managers should actively help reduce this anxiety. In other words, recovery needs structure.

It’s important to prepare practical options before raising the conversation. That could mean identifying work that can be redistributed, reducing exposure to draining tasks or giving someone more responsibility in areas they really enjoy.

Peers can help here too by offering to take something off a colleague's plate. Or simply asking "what's actually on your list right now?" or "what can I do to help?" can surface pressure long before it becomes a formal workload conversation.

Crucially, employees should have a say in the solution. Giving people some control over how their workload is adjusted can help restore a sense of autonomy.

High performers often blame themselves

A particularly striking insight from the discussion was how often exhaustion becomes internalised as personal failure.

Top performers are frequently perfectionists. When pressure starts affecting output, they may see it as a weakness rather than a warning sign. That makes reassurance from the people around them, managers and colleagues alike, incredibly important.

Public servants stressed the value of clearly telling staff that this is not a reflection of incompetence or lack of commitment. Simply hearing “this is not your fault” can make an enormous difference to someone’s mental wellbeing.

Small conversations matter more than grand gestures

Supporting an overwhelmed colleague does not always require a perfect solution.

Sometimes, the most impactful thing is starting the conversation early, listening properly and showing consistent care. Public servants repeatedly emphasised that small, thoughtful actions often carry more weight than formal wellbeing initiatives alone.

In a high-pressure environment, kindness is as much a soft skill as it is leadership infrastructure.

How do you manage stress? Tell us below!

Want to join conversations like this with public servants around the world? Whether you're leading a team or just trying to look after yourself and the people next to you, Apolitical's Communities are a place to exchange practical advice, share what's actually working, and learn from peers navigating the same pressures across government.

This article was written with the help of AI and edited by a human before publishing.