This mixed methods study explores burnout in individuals who work in learning design and performance improvement. Fifty-three learning professionals completed a survey that gauged the degree of burnout, burnout causes and supports, and job satisfaction. Ten of those participants took part in interviews to collect further qualitative data. The data showed that the top factors for workplace burnout were poor leadership, back-to-back meetings, working too many hours, and the inability to disconnect from work. The top-rated supports counter the top-rated causes, each serving as a remedy to the causes, such as taking time off to counterbalance working too many hours. While no relationship was found between the degree of burnout based on the subscales of exhaustion, cynicism, professional efficacy, and time in role; there was a strong positive relationship between exhaustion and cynicism when correlated to job satisfaction, and a moderate positive correlation with professional efficacy and job satisfaction. By knowing the causes that affect workplace burnout, individuals and employers can better address burnout in the workplace through prevention or mitigation. In addition, knowing the support these individuals want can aid in addressing burnout when it is already present in the workplace or put it in place during periods when it may be anticipated and help employees find ways to address it themselves. Addressing burnout has the potential to increase their employees' job satisfaction, and, considering the impact of the work learning professionals do, it can have significant trickledown effects on all those they service. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://bibliotheek.ehb.be:2222/en-US/products/dissertations/individuals.shtml.]