Sustainable Framework Self-Assessment for Education Leaders: Uncover Drivers of Burnout & Turnover in Your Organization

Quiz Questions

• 1.
  How consistently does your team create space for emotional check-ins (huddles, debriefs, or reflections) where staff can name stress, notice overload, and identify what support is needed?

  • A.
    Rarely or almost never
  • B.
    Occasionally with limited application
  • C.
    Sometimes, but not consistently
  • D.
    Often with minor inconsistencies
  • E.
    Very often and consistently practiced
• 2.
  How often are staff acknowledged in ways that align with your school or district’s stated values, rather than solely on productivity or test-based outcomes?

  • A.
    Rarely or almost never
  • B.
    Occasionally with limited application
  • C.
    Sometimes, but not consistently
  • D.
    Often with minor inconsistencies
  • E.
    Very often and consistently practiced
• 3.
  How consistently do staff across roles have protected time for meals, breaks, and basic self-care built into the school day (including planning or transition time that isn’t constantly repurposed)?

  • A.
    Rarely or almost never
  • B.
    Occasionally with limited application
  • C.
    Sometimes, but not consistently
  • D.
    Often with minor inconsistencies
  • E.
    Very often and consistently practiced
• 4.
  How intentionally are calendars, duty schedules, and coverage plans designed with frontline educators to prevent exhaustion and support real recovery across the school year?

  • A.
    Rarely or almost never
  • B.
    Occasionally with limited implementation
  • C.
    Sometimes, but not consistently
  • D.
    Often, with minor inconsistencies
  • E.
    Very often and consistently practiced
• 5.
  How often do senior leaders visibly model wellbeing in their own behavior (setting boundaries, using resources, honoring limits)?

  • A.
    Rarely or almost never
  • B.
    Occasionally with limited application
  • C.
    Sometimes, but not consistently
  • D.
    Often, with minor inconsistencies
  • E.
    Very often and consistently practiced
• 6.
  How often is feedback from staff actively sought out to inform school or district decisions and improvements?

  • A.
    Rarely or almost never
  • B.
    Occasionally with limited application
  • C.
    Sometimes, but not consistently
  • D.
    Often, with minor inconsistencies
  • E.
    Very often and consistently practiced

Quiz Outcomes

• 1.
  Significant Strain: Your Current Way of Working is Not Sustainable

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  Your results indicate significant strain across multiple areas. This points to a high risk of burnout, disengagement, or turnover if conditions don’t change. It’s important to underscore: this is not a reflection of anyone’s commitment or capability—it’s a signal that the system itself is not set up to support sustainable practice.At this level, individual coping strategies will never be enough on their own. What’s needed is a system-level reset: revisiting workload, staffing, rest, recognition, and leadership expectations so your people are no longer forced to choose between their wellbeing and the work.This assessment is a starting point. It gives you language and data you can use to advocate for change and to design a more sustainable path forward.
• 2.
  Emerging Strain: The Current Way of Working is Becoming Unsustainable

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  Your results suggest that strain is showing up across several areas. You may be noticing more exhaustion, emotional overload, or disconnection—along with a growing reliance on “pushing through” just to get things done.This is an early warning range. Without intentional shifts, these patterns can escalate into burnout, disengagement, and turnover. The good news: at this stage, focused adjustments to workload, rest, recognition, and leadership modeling can still create meaningful relief.Use this snapshot to name what’s no longer sustainable and to start conversations about what needs to change—systemically, not just individually.
• 3.
  Moderate Gaps: You're Managing but it's Costing Something

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  Your results suggest that your culture has important strengths in place, but they’re unevenly applied. Some teams or leaders are modeling and supporting wellbeing well; others may be operating in survival mode.This is a pivotal range: things are working well enough to function, but not always in a way that feels sustainable. By clarifying expectations, tightening systems, and strengthening leadership modeling, you can close these gaps before they turn into strain or turnover risk.Pay special attention to any domains you rated a 3 or below—those are high-leverage places to start.
• 4.
  Strong Foundation: Your Culture has Healthy Roots

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  Your results suggest that your current way of working is largely sustainable. You have meaningful practices in place that support wellbeing, connection, and performance across your team.At this level, the work is less about starting from scratch and more about protecting what’s working—and tightening any domains that scored a 3 or below so small cracks don’t grow over time.Use this snapshot to celebrate progress, share what’s working, and identify one or two areas where you can move from “good” to “excellent.”