Burnout . . . it is a term searched on millions of times per month, not by employers, but by the people working for them. That said, it has become kind of a dirty word in the workplace. Employees don’t want to admit that they’re burned out for fear of missing opportunities, looking bad in front of their co-workers, or maybe being pitied. Employers on the other hand are reluctant to admit that some of their employees might be experiencing burnout because people might assume that workplace demands are the source of the problem.
So, how did we get here? From a broad perspective, it come down to three contributing and, in some cases, conflicting elements. First, there is the role technology plays in our lives. Whether it is for work or personal endeavors, the natural urgency we feel because of the endless emails, texts, pop-ups, and promotions, regardless of what we’re doing, adds to daily stress because of the feeling that we will never be able to manage it all.
Second, there is the transactional nature of communication. Don’t talk, text. Don’t call, email. Have a question? Discuss it with artificial intelligence. Is this more efficient? Supposedly, although lots of people would argue the point. But the result of this is that the workplace has become increasingly devoid of the human interaction we crave as sources of support, empathy, and friendships. As a result, we have been seeing marked increases in loneliness, depression, and other mental health challenges both within the workplace and without.
Third, there is organizational churn. I’m not talking employee turnover. That’s generally a healthy phenomenon, unless it begins to impede outcomes. I’m talking about constantly shifting priorities, ever-changing assignments, unreasonable demands on time and the feeling that leadership is not quite sure they know what to do. When was the last time you wondered, “What?” for instance, after reading some poorly explained directive. As one person said to me, “I’m living a life on my job of now what?” This does not foster an atmosphere of trust.
Taken in concert, is it any wonder that three-quarters of the workforce indicates they experience feelings of burnout at least a portion of the time? Research conducted by the firm Censuswide shows that 66% of American employees are experiencing some sort of burnout in 2025. 24% are stressed because they say they have more work to complete than time to do it. Another 24% say they don’t have enough resources or the right tools to do their job properly. 20% say that a poor economy is impacting their well-being at work. 19% experience stress because they’re taking on too much work due to labor shortages in their industry. In other words, this is a serious issue, even though we sometimes sweep it under the rug.
So, what does burnout look like in the workplace? As I mentioned at the beginning, no one stands on their desk and yells, “I’m burned out and I’m not going to take it anymore!” In most cases, it is revealed in subtle changes in behavior. It’s the person who begins snapping at coworkers. It’s the extrovert who becomes withdrawn. It’s the person who makes sarcastic comments like, “Well, isn’t this just wonder wonderful!” when a change is made in process or assignment.
In other cases, it manifests in physical symptoms. It’s the person who can’t rid to her head cold, the person who dozes off at his desk, the detail-oriented contributor who starts making silly mistakes. For a more comprehensive, but not complete list of symptoms, I’ve included a link in the description.
What does burnout cost? Tens of billions nationwide, and hundreds of billions of dollars worldwide. No, burnout is not just a US phenomenon. Stanford University researchers have determined that workplace stress led to $190 billion in healthcare outlays and nearly 120,000 deaths in the US during 2018. The American Psychological Association found that burned out employees are 2.6 times as likely to be seeking a new job and 63% more likely to take sick days.
Whose fault is burnout? Well, we should all look in the mirror, at least here in the US. Historically, our culture has been built on a philosophy of get stuff done, provide better service, improve efficiency. It is in the DNA of any successful company. Problem is that with the advent of digital technology and transactional communication and the organizational churn I mentioned before, those actually performing the work feel more and more like cogs in a machine they don’t understand. For years, I have been challenging those attending my presentations to go back to their place of work and simply ask five to ten random people, “How does this place make money?” Like them, you may be shocked at the answers or even blank stares. Can you truly answer the question?
As a result, even the most engaged contributors become detached because of the never-ending demands and unpredictable culture. Wouldn’t you? They begin to draw back, experience physical symptoms, become cynical, and do the minimum out of a sense of self-preservation. But the vast majority are tied, some would say trapped, to the job they’re in until they can find what they believe is a better opportunity.
What are people dealing with burnout looking for? Empathy. Most people work hard. But they would also appreciate some empathy and understanding, especially when life gets tough, which it does for everyone at times. Consistency. “Tell me what to do and I’m happy to do it. But please don’t change direction in the midst of the process or, worse still, abandon the project and make me think that all my effort was for nothing.” Insight. “Explain why I’m doing what I’m doing? How does what I do contribute to the overall goal? If you do, I might even have a couple of suggestions on how to make it even better.” Encouragement. “Compliment me when I do a good job. But don’t just give me a pat on the back. Be specific in what you like. You don’t even have to do it publicly, although sometimes I like that.”
So, as a manager or leader, how do you address workplace burnout? Begin by being more observant. I know, whose got the time? But observing is not something that takes time. It happens in the moment. People are saying and doing things all the time that might signal fatigue, overwhelm, frustration, confusion and other behaviors related to feelings of burnout. In isolated situations, this is perfectly normal. But, when you begin to see a pattern, it’s time to investigate. This doesn’t mean you simply ask, “What’s wrong?” If you do, you’ll most likely get a, “Nothing,” in response. Instead, you might say something like, “You know, I’ve noticed that you don’t seem to be yourself lately. I’m concerned that we’re putting a strain on you,” or something to that effect.
Then listen. If the person says, “nothing,” let it hang out there for a moment or two. The nothing is kind of reflexive. After they’ve absorbed what you’ve said, they might be more forthcoming. If they brush you off, reassure them that you’re always willing to take the time work stuff through. This doesn’t mean you become someone’s personal counselor. But there’s probably a dozen small adjustments you might make to assignments, schedules, expectations and so on that will help reduce the strain. Explain to them that if you don’t know, you can’t help. We all face these challenges at times. Of course, actions speak louder than words.
Speaking of adjustments, make these adjustments at the margins. Workplace burnout is not something you fix with a strategy. You can’t announce an initiative. You don’t need a budget. You don’t call a meeting. What you do instead is flex with immediate and individual needs. One manager I worked with had an employee who always seemed to be late and upset about it at the same time. When he approached her, he found out that her son’s school started at the same time she was supposed to be at work every day. She obviously couldn’t be in two places at once, but had been frightened by an email from HR that they were going to focus on getting everyone to work on time. The manager explained that her coming in 30 minutes late was acceptable and he would cover it with HR. After that, she settled in, a big worry having been relieved. As I said, a tremendous amount of overwhelm and burnout can be resolved by making adjustments at the margins. Where might those adjustments be within your organization?
Whether anyone wants to acknowledge it, workplace burnout is not going away. But simply observing, listening, and making adjustments at the margins will go a long way toward easing these strains. How do you respond when you detect that one more people on your team is suffering from burnout? I’d like to know. Put your ideas in the comments below. Got an issue you’d like me to address? Add that as well.