David Goldstein of TeamBonding On How the World’s Best Leaders Build Burnout-Free Workplace Cultures
An Interview With Chad Silverstein
Leading by example: Transparency from leadership is important to help employees know it’s okay to recharge and take breaks. If they see leadership taking time off, they’ll feel more comfortable doing so themselves.
In today’s high-pressure business landscape, burnout has become an epidemic affecting both employees and leaders. The question is — how can companies create workplace cultures that prioritize well-being without compromising performance? To dive into this important topic, we are interviewing David Goldstein.
David Goldstein is the founder of TeamBonding, North America’s premier team building company. After obtaining his bachelor’s degree in communication studies at Emerson College, Goldstein began designing interactive experiences like ski and rafting trips, unique scavenger hunts, and America’s very first murder mystery dinner theater. He launched TeamBonding in 1988 with a philosophy centered on the “power of play,” using creative, engaging activities to build stronger teams. Under his leadership, the company has evolved with industry trends, introducing virtual events, charity initiatives, and making the Inc. 5000 list for the past 7 years. When he’s not innovating, Goldstein enjoys poker, cheering on the Red Sox, and spending time with family and friends.
Can you share the most interesting story that happened to you since you started your career?
The start of my career was one of the most interesting periods of my life. I worked for the Boston Bar Book, a free drink coupon book, and realized people could go drinking safely if they were being driven by bus (this was before ride shares, of course). With that in mind, I created a bar hopping tour of Boston’s dive-iest bars and it quickly gained traction, including being featured in the Wall Street Journal.
One of the bars on the tour had an empty basement, and they said I could do whatever I wanted with it and keep all of the revenue. I decided to start the Mystery Cafe, the original murder mystery theatre. At the time, there was nothing like it in the world but it expanded quickly to over 20 locations across the US and one in Copenhagen, Denmark.
Which character traits do you think were most instrumental to your success as a leader? Can you please share a story or example for each?
- Adaptability: I’ve learned from trial and error that every challenge is an opportunity. Being open to change has been instrumental to our success — there was always a way to get through it, around it, under it, no matter the problem. For example, TeamBonding created the Chocolate Challenge, our first chocolate team building program, for a custom event at the Hotel Hershey. It quickly became one of TeamBonding’s most popular programs. During the recession in the 90s, it became the inspiration for Boston Chocolate Tours and Boston Chocolate School, as well as DC Metro Chocolate Tours. When the pandemic hit, this program expanded into virtual offerings demonstrating our ability to adapt to the client’s needs during an unprecedented time.
- Resilience: Things go wrong, but you need to be able to problem solve on the spot. For example, we did a murder mystery event and one of the actors didn’t show up. I had to step in and take on the role to save the event. It was definitely out of my comfort zone, but the only way to grow is to step out of your bubble!
- Empathy: People matter, and you have to prioritize their well-being. Many TeamBonding team members have been with the company for 20+ years because they feel valued and empathized with, and I try my best to have a personal relationship with each employee even as the company continues to grow.
Can you share a pivotal moment in your career when you realized the importance of creating a burnout-free workplace culture? How did it influence your approach to leadership?
When I was running the dinner theater, we ran into a situation after a big New Year’s Eve event where we couldn’t pay the bills. I was ready to give up and get a job working for someone else. At that moment, my young daughter Sam said, “Don’t get a job like Annie’s dad — he leaves before Annie wakes up and comes home after she’s asleep.” Her words stuck with me, and I realized I wanted to be present for my kids while also building something of my own. Rather than working long hours to compete with other dinner theaters, I focused on creating a unique team building concept that delivered more value with less effort and competition.
In the early days of TeamBonding, it was easier to recognize signs of burnout among employees. I remember noticing our Director of Corporate Training, Jayne, was disengaged and exhausted — so I bought her a ticket to visit her family in the UK. Today, as the company has grown, it’s harder to spot burnout firsthand, but I’ve built a culture where managers are deeply attuned to their teams and can address these challenges proactively.
Do you remember a time when you struggled with burnout?
Absolutely. In 2009, during the recession, it was difficult to focus on growing the company because I didn’t want to overdo it and risk breaking it. I decided to focus on creating something else and after visiting NYC and doing a chocolate tour with my daughter, Baylee, I was inspired to start one in Boston. That one tour grew into six neighborhood tours in three cities (Boston, Cambridge and Washington, DC) and a chocolate truffle-making workshop. The Washington, DC tour was created so that I could spend more time with my daughter Samantha who was going to college there.
I realized that burnout wasn’t just about working too much — it was about losing the spark that made the work exciting. I had to step back, reconnect with my purpose, and shift my focus from just getting things done to building something that truly energized me.
By reinvigorating my passion for entrepreneurship and succeeding in creating a new business, I was able to cure myself of burnout. I find that keeping creativity alive allows people to stay engaged and avoid burnout from monotony.
What are some of the most common causes of burnout in today’s workplaces, and what signs should leaders look out for in their teams?
Technology makes it hard to disconnect, keeping us constantly plugged in through phones, email, and social media. Staying present takes intent.
Our team is interconnected, and when one person is off, it impacts everyone. I often spot burnout through disengagement, lack of enthusiasm, frequent sick days, lack of participation and trouble focusing. Recognizing these signs helps us support our team and keep our workplace strong.
How do you ensure your employees’ needs are met while still driving results?
At TeamBonding, fun isn’t a perk — it’s part of the strategy. Playfulness builds trust, lowers stress, and makes people feel comfortable taking creative risks. If we’re not having fun, we’re doing something wrong.
But it’s not just about silly games or happy hours — it’s about creating experiences that help teams work better together. Whether it’s through shared laughter, friendly competition, or just a moment of lightness in a busy day, fun has the power to transform workplace culture.
I believe leadership is about creating an environment where people love coming to work — where they feel valued, energized, and part of something bigger than themselves. By being a company that gives back to the community and the world, it allows employees to take pride in the company. I’m a collaborative leader who trusts my team to take ownership while keeping things fun, engaging, and purpose-driven.
If you keep employees challenged and connected, they’ll stay engaged and able to flow with each other. Some of our specific initiatives include:
Tasty Tuesdays: We have a food truck onsite once a week in the summer. I love introducing people to new foods and getting them excited as a way to reward them.
Wellness App: We have a new app as a part of our standard benefits that gives employees discounted gym memberships and exclusive access to apps for meditation and other wellness tools.
Leading by Example and Creating Opportunities for Connection: One way we accomplish this internally at TeamBonding is practicing what we preach. We often bring in facilitators and partners to deliver team building programs for our team. We have done a number of events including the Ice Cream Challenge, Breaking Barriers, the Do Good Bus, and any number of different scavenger hunts and cooking programs.
What role does communication play in creating a burnout-free workplace, and how can leaders foster open dialogue about mental health and work-life balance?
It’s important as leaders to practice what we preach and set a baseline of transparency and communication within our organizations.This encourages employees to feel more comfortable to take time away if they need to or empowered to share anecdotes about their life. This system can be achieved through digital employee communication platforms such as Slack or in the traditional meeting setting to involve everyone and keep their input in mind.
For example in Slack, open a variety of channels where everyone can communicate and participate such as birthday shoutouts, football pools, testimonials from clients, photos of events we’ve worked hard on, and sharing what we do during our weekends. Keep the lines of communication open and incorporate them into your day-to-day habits. Also, allow space in person during meetings for people to share something positive that happened to them or share things that they are proud of. Looking to try something new and get outside? Our teams often will take “mental health walks” when the weather is warmer which is great for not only physical health but mental health as well.
We are also always reviewing our benefits and testing new things to improve the employee experience. This wouldn’t be possible without candid feedback from our employees on what they need and what works. Each year, our executive team collaborates with department managers to review our benefit plans, identifying what employees value most, what’s needed, and what they enjoy. As a small company, we foster open dialogue by sharing the process with everyone and encouraging candid feedback.
What is your take on traditional corporate norms, like long working hours and “always-on” availability? Are these practices outdated, or do they still have a place in certain industries?
Long hours do not equal productivity — more flexibility and recognition are what make people more productive. Before Covid, I didn’t necessarily think flexibility between in-office and remote was all that important. But now it’s shown to be helpful in giving employees a break from the office, a relief from the commute and in many cases, it even allows the employee to save money on lunch, gas, parking, baby sitting. We find that balance makes them more productive during their work hours.
Another corporate norm that we work to dismantle at the core of our business is negativity around sharing what you’re doing outside of work. I believe it’s truly important to help people connect as humans. If you care about your coworkers, you care about the work more. If you’re comfortable with your coworkers, you can work cross-functionally, and working with those in other departments allows you to be more engaged in the work that the company does.
TeamBonding is a family. We believe that since you spend so much time at work you should enjoy the people you work with, understand who they are and why they do what they do and work together, so that the time at work is enjoyable and beneficial. We’ve had clients specifically thank us for how TeamBonding events have helped them to look outside themselves, have non-work conversations and create trust and memories. If you only know the at-work person, TeamBonding allows people to know each other better so they work more seamlessly.
Based on your experience and research, can you share “5 Ways to Build a Burnout-Free Workplace Culture”? If you can, please include examples or stories for each.
- Empathy and listening: Slack channels are a great tool for dispersed teams. At TeamBonding, we have a feedback channel for sharing successes and a channel called “townhall” for photos and activities.
- Leading by example: Transparency from leadership is important to help employees know it’s okay to recharge and take breaks. If they see leadership taking time off, they’ll feel more comfortable doing so themselves.
- Prioritizing corporate social responsibility: Offering employees opportunities to volunteer, and participate in CSR activities, such as building care kits or bikes for children, allows team members to step away from their desks, engage in meaningful work, and collaborate on projects that support a greater cause.
- Creating opportunities for connection: Tasty Tuesdays and other TeamBonding events help employees get to know each other, creating a more comfortable work environment and more motivated employees.
- Work-life balance: Most important, this helps prevent burnout before it starts. Allowing for hybrid work and giving people time off when they are showing signs of burnout allows them to come back stronger and happier.
What do you say to skeptics who believe that creating a burnout-free culture may come at the cost of productivity or profits?
We say that in our business, it has quite literally been the opposite: People are less productive when they work long hours and have a churn-and-burn mentality. When workers have flexibility, they can more easily get their work done and still use their creative muscles. People are more inspired to contribute when their voices are heard.
Can you share a real-world example of a team or organization where prioritizing employee well-being led to unexpected or exceptional results?
Within our company, we have a specialized CSR team that is solely dedicated to creating volunteer-driven events in close collaboration with nonprofit organizations. This team works closely with specific clients. They are a tight-knit group of employees, and frequently organize team bonding events. For example, they recently hosted an afternoon tea party at a tea room as part of their employee engagement activities, and they also attended a team member’s wedding. This team has a much lower turnover rate than the rest of the company because they like working together and playing together.
The team building events they create are built hand-in-hand with nonprofit partners to ensure they deliver maximum value, benefiting both the employees and the communities they serve.
How can leaders in high-pressure industries (like tech, finance, or healthcare) realistically apply these principles without falling behind on deadlines or performance goals?
Many companies treat burnout like a personal problem rather than a culture problem. They offer yoga sessions or wellness programs, but if employees are still overloaded, undervalued, and disconnected, those efforts won’t make a difference.
We host events for countless tech, finance, and healthcare companies that need help bonding their employees. Prioritizing engagement is the key to avoiding burnout in every industry — especially in those that are under high pressure.
Well-being isn’t a one-off initiative — it’s a daily practice. It’s about how leaders communicate, teams interact, and work gets done. If your culture is built on stress and unrealistic expectations, no amount of wellness perks will fix it.
What trends or innovations are you seeing in workplace well-being and culture that excite you the most?
The fact that people are focused on employee well-being on any level is exciting. My generation had no problem working long hours, but younger generations are prioritizing work-life balance and health. It’s important to invest in your critical resource: your staff!
Programs that are wellness-focused are another way to invest in the company, such as wellness apps, virtual events, and employee participation apps.
In your opinion, how does a burnout-free culture impact a company’s long-term success, its relationships with employees, and even its customers?
Avoiding burnout allows employees to be creative and innovate, and innovation is the pinnacle of success.Happy employees make for happy customers. We’re a trend-leading company, which only happens when you love what you do and believe in it. If people are burnt out, they’re looking for ways out, not looking to push the company forward. Overall, prioritizing a company culture where people are happy attracts and retains employees, promotes engagement, and avoids burnout leading to success.
You are a person of great influence. If you could start a movement to help more companies embrace burnout-free workplace cultures, what would it be? You never know what your idea can trigger. 🙂
For my team, I focus on flexibility, autonomy, and fun. We encourage creativity, playfulness, and making time for real human connection. We also recognize that work-life balance isn’t just about hours — it’s about mindset. When people feel empowered, appreciated, and part of a team that has their back, burnout is far less likely. I already started the movement to help companies, and it’s called TeamBonding.
About the Interviewer: Chad Silverstein is a seasoned entrepreneur with 25+ years of experience as a Founder and CEO. While attending Ohio State University, he launched his first company, Choice Recovery, Inc., a nationally recognized healthcare collection agency — twice ranked the #1 workplace in Ohio. In 2013, he founded [re]start, helping thousands of people find meaningful career opportunities. After selling both companies, Chad shifted his focus to his true passion — leadership. Today, he coaches founders and CEOs at Built to Lead, advises Authority Magazine’s Thought Leader Incubator.
David Goldstein of TeamBonding On How the World’s Best Leaders Build Burnout-Free Workplace… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.