What does the term burnout actually mean?
The World Health Organization recognized Burnout as an occupational phenomenon in the 11th edition of the International Classification of Diseases in 2019.
It's an occupational phenomenon, not a diagnosis or medical condition, although more medical doctors are recognizing the signs of burnout and how burnout can lead to serious health conditions. Burnout is a response to overwhelming chronic stress and takes a toll on people physically, mentally, emotionally, spiritually, relationally, financially, and professionally.
Burnout, stress and quiet quitting
Exhaustion is perhaps the first and most obvious symptom of the burnout response. Secondly, burned-out people increasingly respond cynically to their jobs, which may manifest as quiet quitting, self-protection, negativity, or conflict. Thirdly, people who are burning out become less productive; their efficacy diminishes. This only makes sense. When someone is exhausted and not sleeping well due to chronic stress, when they’re not finding the resources they need to survive and thrive, and when they start feeling negative about their workplace, their productivity and innovation will naturally decline.
How burnout affects our health
Burnout can lead to many health conditions. Read our article entitled Burnout Stress and Your Health here.
How is burnout different from stress and exhaustion?
Exhaustion is a primary symptom of burnout, but burnout includes more than just exhaustion. Chronic workplace stress wears people down, and eventually they become physically exhausted and, often, emotionally and mentally as well.
However, people can become exhausted for myriad reasons, and that’s why it’s important to recognize that exhaustion from burnout stems from workplace stress, accompanied by cynicism and decreased efficacy.
For instance, some people find their role exhausting but absolutely love their work and feel meaningfully supported by their workplace and direct manager. But when that support is missing, or the underlying company culture lacks psychological safety, people start to feel negative toward their jobs and employers. Some people experience this as a decreased willingness to give their all to the job. For those in professions that witness others’ suffering, compassion fatigue may creep in due to vicarious trauma, and these people tend to self-protect to avoid further injury.
Eventually, the exhaustion and cynicism catch up, and they become less productive. They no longer have passion for the job they once enjoyed. Some personality types may push harder to compensate, further depleting themselves as they strive for success or excellence. This type is more difficult to notice as a manager than the types who cannot keep up with their workload and may not even try because they simply have nothing more to give.
What are the risk factors for job burnout?
Stress
First is a high frequency of workplace stressors. This isn’t the stress that only happens at month-end or year-end. It’s daily stressors that continue ongoing, leading to chronic stress. Chronic stress can cause significant health challenges, from heart palpitations to heart disease, diabetes, brain fog, and effects on the endocrine system, including the thyroid and adrenal glands.
Overwork
Constant overwork without necessary breaks, automations and opportunities for delegation continues the daily stress cycle. This mismatch between role responsibilities and inadequate time and resources increases the risk of burnout.
Lack of Autonomy
When people do not have discretion around where, when and how they work, the resulting stress can again lead to burnout. Creative and intelligent people need the opportunity to innovate, take risks and do things differently.
Inadequate Compensation
A rewarding and purposeful job is enough to propel people to do their very best in the workplace. When they do not receive adequate rewards, they may begin feeling cynical toward their job or employer.
Interestingly, monetary compensation, though essential, is rarely a primary motivator for people whose income provides a healthy standard of living. Instead, rewards such as appreciation, public recognition and promotions tend to be more motivating. Robust benefits packages, flex-time, hybrid work options, and vacation allowances also contribute to a person’s sense of reward.
Isolation & Lack Of Connection
People need to feel connected to meaning and purpose and also to one another. Even entrepreneurs desire connection with others and will go out of their way to procure meaningful community.
In the workplace, people desire regular and positive interactions with their boss, manager and co-workers. Without that connection, they can feel isolated and demotivated, and lose out on the innovative sparks that only arise through interaction.
Lack of Equity
Human beings have a basic need to be treated fairly and equitably. Without knowing they have fair opportunities for advancement and rewards, they cannot produce at their highest potential. Glass ceilings, discrimination and unfair management practices can demotivate employees and cause unnecessary conflict.
Conflicting Values
People desire to be part of something they believe in, and when they are, they will work wholeheartedly toward their organization's goals. But when the company’s values contradict personal values, trust and morale diminish. Unhealthy team dynamics and unethical policies and practices can again lead toward burnout.
What can organizations do to prevent employee burnout?
Within organizations, leaders tend to focus on what’s wrong with the individual person rather than the systems, causing the person to become exhausted or underperform. They may offer fitness breaks, cooking classes or learning opportunities, which are wonderful in and of themselves, but no amount of self-care will cause a burned-out person in an unhealthy company culture to thrive.
Burnout is an organizational culture issue related to the company's systems and processes. Changes must be made at the organizational level to affect employees. Real conversations in a psychologically safe environment will get to the root of ongoing workplace stressors. The Burnout Assessment can provide a starting place for those conversations between managers and their direct reports.
What are some workplace best practices?
Preventative Measures
-Complete a company culture workshop to collaboratively create healthy systems and structures. We offer a Burnout Prevention Workshop to do just that.
-Build effective evaluation processes for weekly or biweekly check-ins, quarterly assessments or surveys and annual 360 reviews.
-Offer workers the opportunity to evaluate their manager or supervisor anonymously.
-Evaluate workloads, productivity and effectiveness data regularly.
-Offer flexible schedules and hybrid-model options.
Coping Measures
-Offer robust benefits packages and Employee Assistance Programs.
-Offer adequate vacation time and mental health days.
-Encourage employees to access and take advantage of their benefits and vacation days.
-Workplace wellness programs for stress management, resilience and gym memberships.
FAQ: Understanding Burnout and What Organizations Can Do About It
What is workplace burnout?
Workplace burnout is a response to ongoing, unmanaged workplace stress. It can affect people physically, mentally, emotionally, relationally, and professionally.
Burnout is not just “being tired.” It often includes exhaustion, increased cynicism, and reduced effectiveness at work. The World Health Organization recognizes burnout as an occupational phenomenon, not a medical diagnosis.
How is burnout different from regular stress?
Stress can be short-term and tied to a specific deadline, busy season, or an event. Burnout develops when workplace stress continues over time without enough recovery, support, or change.
A person experiencing burnout may feel exhausted, disconnected from their work, negative toward their workplace, and less able to perform at their usual level.
What are common signs of employee burnout?
Common signs include ongoing exhaustion, lower motivation, increased cynicism, conflict, withdrawal, reduced productivity, and a loss of passion for work.
Some employees may appear less engaged or seem to be “quiet quitting.” Others may keep pushing themselves harder, which can make their burnout harder for managers to notice.
What causes burnout in organizations?
Burnout is often caused by ongoing workplace stressors. These may include constant overwork, lack of autonomy, poor recognition, isolation, lack of equity, conflicting values, and unhealthy team dynamics.
Burnout is not only an individual problem. It is often connected to workplace systems, processes, culture, and leadership practices.
Why should leaders treat burnout as an organizational risk?
Burnout can affect productivity, innovation, morale, retention, conflict, and employee health. When employees are exhausted and unsupported, they are less able to do their best work.
For senior leaders, burnout prevention is not just a wellness initiative. It is part of building a healthy, high-performing, sustainable organization.
Can self-care alone fix burnout?
Self-care can help, but it is not enough when the workplace culture or systems are causing the problem.
Wellness activities, fitness breaks, and learning opportunities can be helpful, but they will not solve burnout if employees are still working inside unhealthy systems or unsafe cultures. Organizational change is often needed.
What can organizations do to prevent employee burnout?
Organizations can start by examining the root causes of stress in the workplace. This may include reviewing workloads, manager support, flexibility, communication, team culture, evaluation processes, and employee feedback systems.
This includes real conversations in a psychologically safe environment, along with tools such as assessments, workshops, check-ins, surveys, and workload reviews.
How can managers support employees who may be burning out?
Managers can support employees by noticing changes early, asking open questions, and creating space for honest conversations. They should avoid blaming the employee and instead look at what may be causing ongoing stress.
Helpful manager actions include regular check-ins, workload reviews, flexibility where possible, clear priorities, recognition, and connecting employees with available benefits or support.
How can a burnout prevention workshop help our organization?
A burnout prevention workshop can help leaders and teams understand what burnout is, identify risk factors, and talk about workplace stress in a safe and practical way.
It can also help organizations move from reactive support to prevention. This is useful for public sector teams, healthcare, emergency response, nonprofits, and corporate workplaces where stress and responsibility are high.
When should an organization bring in outside support to prevent burnout?
Outside support can help when burnout, turnover, low morale, conflict, absenteeism, or disengagement are becoming more visible.
A consultant or facilitator can help leaders assess the real causes of burnout, guide honest conversations, and build practical strategies that fit the organization’s culture, people, and workload realities.
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