Burnout: The Hidden Workplace Risk Leaders Can’t Afford to Ignore
Burnout isn’t just a buzzword or a passing feeling of fatigue — it’s a serious, diagnosable condition that’s taking a toll on individuals and organisations across every sector. With new psychosocial risk legislation and a growing body of research, it’s time for leaders to treat burnout as a strategic priority — not just a personal issue.
What Is Burnout?
Burnout is the result of chronic workplace stress that has not been successfully managed (World Health Organization, 2019). It’s a syndrome, not a short-term slump — and it often affects high performers. The American Psychological Association describes burnout as a state that stems from “performing at a high level until stress and tension... take their toll.”
The Three Faces of Burnout
Burnout doesn’t happen overnight — it builds gradually, often going unnoticed until it becomes debilitating. Our wellbeing data and practical experience show that burnout tends to present in three overlapping ways:
- Impaired Cognition & Inefficacy: People struggle with focus, decision-making, and feel a reduced sense of accomplishment.
- Cynicism & Disconnection: Emotional detachment from work, relationships, and purpose — often accompanied by negativity.
- Overwhelming Exhaustion: Persistent mental and physical fatigue that goes beyond ordinary tiredness.
These three experiences intersect to form the full picture of burnout. If someone is persistently feeling despair, emotionally checked out, or running on empty — they’re not just tired. They’re burning out.
Spotting the Signs
You don’t have to wait for people to raise a hand. Burnout leaves clues.
What might you notice?
Slower task completion and more frequent errors
Disengagement in conversations or team meetings
A drop in motivation or participation
A rise in sarcasm, irritability, or passive communication
Increased sick leave or visible exhaustion
People seeming “off” — but not speaking up
Why Leaders Must Act Now
Burnout is now recognised as a workplace health and safety issue — and leaders have a legal and ethical obligation to monitor and manage this risk.
The costs of inaction are clear: lower productivity, higher turnover, reduced morale, and reputational risk. But there’s also a huge upside for leaders who act: healthier teams, stronger performance, and cultures people want to be part of.
Three Ways to Mitigate Burnout Risk
1. Check-In Regularly
Wellbeing is dynamic. That’s why it’s essential to regularly check in on how your people are really doing — not just how they’re performing. A simple but structured wellbeing and performance check-in process helps leaders act early.
Benny Button has developed a practical Check-in application to make this easier for leaders. It can seemlessly fit within a leaders operating rhythm meaning it doesn't feel like 'another thing to do.'
Click here to learn more about the Check-in app.
2. Regulate Demands and Resources
Workload needs to match capacity. When demands outweigh the resources people have (like support, autonomy, or clarity), burnout risk increases. Leaders must monitor and adjust this balance continually. For many leaders there is a capability gap. How to recognise and regulate demands and resources must be on your leadership L&D short list.
Contact us to learn how we can support your leaders.
3. Promote Recovery
Burnout prevention isn’t just about reducing strain — it’s also about boosting recovery. Leaders should model healthy behaviours, invest in proactive wellbeing strategies, and motivate people to rest, reset, and recharge.
Click here to learn more about our wellbeing and performance workshops.
Final Thought
Burnout isn’t a personal failure — it’s a signal that something in the system needs attention. As leaders, we have a responsibility to listen, learn, and lead better.
Let’s build cultures where wellbeing fuels performance — not the other way around.