The causes of professional burnout might surprise you
Professional burnout is on the rise across the U.S. According to a 2021 Indeed report, 52% of workers feel burnt out, which is up 9% since the pandemic. While burnout is clearly an issue, it’s easy to blame the individual. “Maybe if employees learn to say ‘no’ and take up meditation or a hobby, then they’ll feel better”, you may say. Yes, stress-reducing activities and being more assertive is important. However, there are deeper issues at play, far outside the individual’s control.
Burnout is an organizational problem, not an employee problem. When leadership fails to manage workplace stress, burnout follows. This can have devastating effects on both the employee and the company. Everything is put into jeopardy: mental health and well-being, productivity, employee retention, company culture and even financial stability. So as an executive, you can’t afford to sweep it under the rug. In this article, we’ll analyze how burnout affects performance and provide possible solutions for your organization.
What is professional burnout
Psychologist Herbert Freudenberger first coined the term “burnout” in 1970, comparing exhausted workers to “burned-out” buildings. He defined it as “becoming exhausted by making excessive demands on energy, strength, or resources.” In the workplace, these excessive demands could look like unfair treatment, unrealistic timelines, or unmanageable workloads. But the exact definition continues to be widely disputed among the medical community.
In 2019, the World Health Organization recognized burnout in the 11th Revision of the International Classification of Diseases (ICD-11) as a “a syndrome conceptualized as resulting from chronic workplace stress that has not been successfully managed.”
WHO characterizes burnout by three dimensions:
Feelings of energy depletion or exhaustion
Increased mental distance from one’s job, or feelings of negativism or cynicism related to one’s jobs
Reduced professional efficacy
The inclusion of burnout in ICD-11 is a big win for employees. Because of this revision, the responsibility of managing burnout has shifted from the individual to the organization. Employers have the resources and power to mitigate workplace stressors, while employees do not. We will explore possible mitigation strategies later in the article.
Although WHO sees burnout as an “occupational phenomenon,” rather than a medical condition, the effects on well-being are palpable. Psychologically, burnout could cause anxiety, depression and irritability. A 2022 WHO study found that 615 million employees globally suffer from anxiety and depression. Physically, it may manifest as chronic fatigue, loss of appetite, high blood pressure and headaches. If left unresolved, burnout can lead to cardiovascular diseases and other severe health conditions. One study by Harvard and Stanford estimates burnout causes 120,000 deaths per year.
For your organization, the effects of burnout are just as damaging. Because of the mental and physical toll of burnout, employees have less energy to devote to their work. They are also less likely to be engaged with the company’s goals due to a lack of interest and motivation. These factors foster poor performance and productivity, negatively impacting the company’s bottom-line.
Burnout could be detrimental to a businesses’ financial health. Yearly, anxiety and depression costs the global workforce $1 trillion in lost productivity, estimated by WHO. Additionally, the APA found that healthcare costs in high-pressure firms are 50% higher than other organizations. Employee turnover is another issue. According to an APA study, burned-out employees are 2.6 times as likely to seek another job.
The Need for a Cultural Shift
The main root of burnout lies within the organizational culture, or the shared beliefs and values that influence employee behavior. From communication, to mental health, to productivity, culture affects every aspect of the workplace. If an organization has a positive culture focusing on well-being, then employees will be happy and motivated. But if it has a toxic work culture wrought with excessive demands, employees will burn out.
At this point, you may be thinking about your own organization’s culture and the sentiment of your employees. Maybe your culture is radiating with positivity and well-being. Or maybe your culture is full of negativity and on the brink of collapse. Nonetheless, there’s always a chance to improve.
Unfortunately, there isn't a magic-bullet solution to addressing burnout and a negative culture. It is a multifaceted issue. However, clear messaging and authenticity around a company’s mission, vision and values is a strong starting point. These three constructs are what provide direction to the organization. As an executive, you use them to ground yourself when making company decisions. And employees remember them to have a sense of purpose and to stay motivated.
But it’s not enough to just communicate your mission, vision and values. You and the rest of the leadership team must practice what you preach. For example, if you say your company values support, then provide plenty of resources for your employees. Or, if you encourage a good work-life balance, provide realistic expectations and workloads. The point is, the messages must move from the top (executives) down (employees). If you don’t believe in the company’s mission yourself, then how can you expect your employees to believe in it, too? Over time, a cultural shift will make your employees healthier and more productive. But it starts with you.
Summary and takeaways
Professional burnout is increasing across the U.S., but it's not the individual's fault.
Burnout is primarily an organizational issue caused by poor excessive demands and poor stress management techniques by leadership. This has severe consequences for mental health, productivity, retention, company culture, and financial stability.
The World Health Organization (WHO) recognizes burnout as a result of chronic workplace stress and has defined it by three dimensions: exhaustion, mental distancing, and reduced professional efficacy.
Burnout has significant effects on both company performance and employee well-being, with links to anxiety, depression, and physical health problems.
The root cause of burnout lies in the organizational culture. To address it, leaders must authentically practice the company's mission, vision, and values within the work environment.
