Burnout: A workplace issue, not a self-care problem
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As business leaders, we need to recognize a stark truth: burnout is not an individual’s problem to solve—it’s a systemic issue within the workplace. In 2019, the World Health Organization classified burnout as a workplace phenomenon, driven by unmanageable workloads, unrealistic expectations, and the ever-rising bar of performance.
Yet many organizations continue to push the responsibility for preventing burnout onto employees by emphasizing self-care strategies. While self-care has its place, it’s time we acknowledge that this issue requires systemic solutions, not individual fixes so we can ensure long term sustainability for the human workforce and a successful business model that honors productivity.
For many women in the workplace, the pressure is relentless. They’re expected to balance the demands of their professional lives with the responsibilities of home and family. But something has to give, and too often, it’s their health. If we, as leaders, don’t create environments that allow time for rest and recovery, our employees will eventually experience burnout, causing a cascade of negative effects, including absenteeism, diminished productivity, and ultimately, high turnover. When the body shuts down from exhaustion, it’s often too late for simple recovery measures.
But this is not just about logging hours; it’s about the quality of outcomes. When the workplace becomes a treadmill of long hours and no breaks, output suffers. Working 90 hours a week might seem like dedication, but it’s unlikely to result in high-quality work. Leaders must shift the focus from time spent to outcomes achieved. How can we empower our employees to produce their best work without sacrificing their well-being?
Well, one way is to stop viewing rest and reflection as luxuries. Rest—both physical and emotional—is crucial to success in every aspect of life. Encouraging time away from work for reflection and renewal is not only humane, but it also enhances creativity and innovation. When employees are running on empty, they become trapped in a cycle of destructive behaviors, simply reacting to demands without the space to think critically or creatively.
Consider implementing “white space” on the calendar—a concept that allows for uninterrupted time to think, plan, and recharge. Without white space, the mental capacity to problem-solve diminishes, and employees often produce work that is reactionary rather than strategic. Time to think cultivates creativity and an orientation toward solutions. This can be a simple yet transformative change—building in intentional space for creative thinking so that people can bring their best ideas to the table.
Leaders could also consider embracing a design-thinking approach to tackle burnout. This method encourages a cycle of piloting, test-driving, iterating, and evaluating workplace policies. Take, for example, the growing interest in a four-day workweek. Some organizations have piloted this concept with outstanding results, citing not only an increase in employee satisfaction but also a boost in productivity.
If the idea of a four-day workweek sounds revolutionary, it’s because it challenges the old paradigm that hours worked equate to productivity. By piloting initiatives like this, leaders can gather real data and insights that inform better, healthier workplace practices. It’s time we apply the same level of rigor to the well-being of our workforce that we do to operational efficiency.
For real change to happen, leaders must foster environments where employees feel empowered to speak up when workloads become unmanageable. We cannot allow the status quo to suppress candid conversations about capacity and overwhelm. By encouraging these truth to power moments in our workplaces, we open the door to honest dialogue about what is and isn’t working. We must normalize saying “this is too much” without fear of judgment or career repercussions. Overwork squelches our creativity, drive, and focus and leads to sub-par work. Creating a safe space to discuss overwork and overwhelm without blame or shame is the essential first step.
I am so passionate about this topic because I’ve been there. In my own career, I reached a point where the demands became too much, and I paid the price with my health. It wasn’t until I reexamined the structure of my work life, incorporated rest, and redefined success that I could regain balance. I don’t share this to garner sympathy but to emphasize that burnout is a real threat—not just to individuals, but to organizations as a whole.
This isn’t just about doing the right thing—it’s about ensuring the long-term success of your business. Burned-out employees are less productive, less engaged, and more likely to leave. By creating workplaces that prioritize outcomes over hours and encourage rest and reflection, CEOs and business leaders can foster a culture of sustainable success. When we advocate for change in how we manage our teams, we also contribute to a broader movement that supports women entrepreneurs, small businesses, and economic growth.
Events like the Women’s Equity Brunch Happy Hour in October, bring together female entrepreneurs, consultants, and multi-generational professionals from all industries, offering them a space to connect, grow, and drive business forward. These women are the backbone of our economic ecosystem, and they too benefit from cultures of rest and renewal. We must fill the gap between large membership organizations and the small businesses trying to get their footing in today’s competitive landscape.
The time for change is now. As CEOs and leaders, we are uniquely positioned to spark the transformation our workplaces so desperately need. Prioritize your people’s well-being, and in turn, watch your organization thrive.
