1. Take a moment to recognize that this was likely a difficult decision for them to make, to even talk to you about it. Mention of burnout at some companies can cost a person their job.
2. Do not make this a meeting where you are just an ear. They have enough friends and co-workers for that. They are coming to you to help with solutions.
3. Schedule a hour long meeting with them and ask them to come prepared with a list out all their current responsibilities divided into: "focused work" and "unfocused work".
4. During the meeting, ask them identify which responsibilities they enjoy the most and which are causing them issues. It is important to recognize what they do enjoy and not take that from them.
5. After the problem tasks are identified, determine the following: can any of these be taken on by someone else? Is there some part of the process that is causing the inefficiencies and can be automated? Do some of these tasks require more focused time during the day?
6. Lastly, after sorting through their responsibilities and determining next steps to ease the load, determine if what they really need is a vacation or some time off! Sometimes, a person just needs a break to reset more than anything.

1. First step is to talk to management on urgency and priorities, what can be shifted, and why is there an urgency—make sure you have all the details to present this clearly to others.
2. If upper management is not budging it's time to rally the team. And what this does not look like if you demanding this from them with little context.
3. Set-up a meeting with the team or team member you need help from, explain the context and work with them to re-organize.
4. Whatever you are asking from your team, must be something you are willing to assist with yourself. Don't be a hypocrite or dictator type. That means organizing additional materials, staying on-call, make sure to support your team through any additional efforts you are asking of them unless they've requested otherwise.

1. Learn to toot your own horn and celebrate your team's wins.
2. Set-up a monthly meeting with higher-ups sharing the efforts of your team and major wins, via a quarterly business review.

1. For the type of team member that always has suggestions for improvement, find a spot to put their suggestions. The goal of this is make sure they are heard and the thought is not lost! 
2. NOTE: The best of ideas can come from anyone at anytime, but not always shared at the best time. Have form set-up for suggestions or otherwise that is NOT anonymous. Anyone sending a suggestion, should be able to back it properly.
3. If these are suggestions for the team, set-up a meeting end of month or every other month to review the suggestions.

IF DIRECTED TO YOU:

1. Take a deep breath in and out to release any tension you may feel from this rise.
2. Acknowledge their frustration and suggest sitting down to discuss this further or suggest a break depending on context.
3. When meeting with this person, suggest walking together or sitting down to really hear them out and problem solve.

IF DIRECTED AT ANOTHER: 

1. Whether you agree or not, understand escalated tones are rarely beneficial to a healthy work environment. Suggest a break or

1. Set-up a 1:1 with each party and try to determine what the source of the issue is.
2. If problems are not solvable, consider assigning them to different projects or determining if one team member would like a transfer.
3. If both team members are to remain in the same team, set up a 3 way conversation for them to get to know each other and confront any problems.
4. NOTE: They may not want to do this with their boss, so if a 3rd party is needed, try pulling in an HR representative to assist.

1. Understand conflict is not always negative, and that frank and honest communication, when done correctly, can help foster better work relations and encourage growth.
2. When setting up a 1:1 with this person, let them know in advance why you are scheduling a meeting with them so they can gather their thoughts. Few people like being surprised and put on the spot.
3. During the meeting, start by setting a tone that this meeting is to address some areas for improvement.
4. Begin by asking them what areas they believe are their strengths and weaknesses.
5. Acknowledge their strengths, add to it if you can, and move on to their weaknesses. Make sure you have context on any complaints against this person and give them room to explain their side of the story.
6. Discuss ways to tackle each improvement area. If you are met with resistance, end the meeting and set up another time to continue. Involve HR as needed.