Our workplaces can be hazardous to our wellbeing. Strict demands, never-ending changes, and unfair policies are just a few things that contribute to burnout.

But stressful work environments don’t always lead to burnout. Whenever I read a report that says something like 42% of a company’s employees suffer from burnout, I find myself asking, What about the other 58%? What are they doing to protect themselves? What can we learn from them?

As a qualitative researcher and executive coach, I have interviewed and coached hundreds of people — police chiefs, nurses, doctors, business leaders, teachers, and others — who find themselves constantly battling burnout. I’ve learned three important things from my clients: that we are all triggered by stressors differently, our perceptions of stressors vary, and how we react to stress is also strikingly dissimilar. In other words, some people appear to be resistant to burnout. And for the many who are at risk of falling into what I call self-sabotage traps, there are behaviors that can help us dig ourselves out.

First, to determine if you’re at risk for burnout, take a close look at your patterns, also known as defensive routines. Are you sleeping less? Feeling more irritable? Losing your ability to focus? Drinking alcohol to distract yourself from your stress? These are all indicators that burnout may be sneaking up on you.

Then, check to see if you’ve fallen into one or more of these common self-sabotage traps, and use these countermeasures to protect yourself. You’ll see that the tactics to stay out of burnout involve two critical emotional intelligence skills. First, self-awareness will help you take a close look at your defensive routines. Then, self-management will help you to begin changing your habits away from destructive behaviors toward more productive ones.

[Kandi then examines several of the most dangerous “Self-Sabotage Traps.” Here’s the first.]

The overly adaptable trap.

Being adaptable and embracing change can be good for you and your career — that is, until you overextend yourself. This is a common trap for so-called people-pleasers, who are driven by the urge to appeal to others or to fulfill what they perceive to be others’ expectations of them.

Ask yourself, “Is my extreme adaptability coming from a desire to please other people?” If the answer is “yes,” be aware that compliance comes at a cost. Your flexibility may be a superpower in some instances, but it becomes a liability if you sacrifice your own well-being simply to please others.

If you have a habit of saying “yes” to every new request because you like to make others happy, try saying “no” more often (easier said than done, I know). Start with low-stakes projects. Try to set better boundaries to protect your recharge time and be clear with both yourself and your manager about when you are and are not willing to work overtime.