Protecting yourself from burnout

Opinion

In the acute phase of burnout and workplace stress, the priority is restoration, not social communication, writes Jan Gooding.

I’m not at all sure about the wisdom of people in the middle of any kind of crisis providing a running commentary about it on social media. Recently, I read a post on LinkedIn from someone announcing they were taking time off due to severe burnout.

Despite the outpouring of supportive comments, I felt uneasy and questioned the timing. When someone is in the middle of burnout, they are not at their most resilient. It is not a weakness in them personally, but rather a natural part of the condition. 

However, that vulnerability raises a legitimate question about how much should be publicly shared, and when. Burnout tends to cause foggy thinking, heightened emotions, and a harder time accessing perspective, so you are not operating at your best.

That is why there is an important distinction to be made between reflecting on a difficult personal journey in private and public disclosure in the midst of the crisis. 

Over the past decade, we have encouraged leaders to be more open, more authentic and more willing to acknowledge vulnerability. That shift has been important. However, authenticity does not require real-time self-exposure. 

Not everything has to be communicated 

If you are overwhelmed by workplace stress, retreat is often necessary. Switching off devices, stepping back from meetings and disengaging from social media can all support recovery.

Healing requires space and containment. It requires the freedom to think through what has happened without feeling obliged to narrate it publicly. There may come a time to tell the story. In fact, it is usually told more coherently and constructively once perspective has been regained. But in the acute phase of burnout, the priority is restoration, not communication.

Whatever view one takes on public disclosure, the wider context of what has been described as a ‘burnout epidemic’ is difficult to ignore.

Workplace stress is rising at a concerning pace. Recent research indicates that a large majority of employees report high or extreme levels of stress, with a notable proportion of employees taking time off due to stress-related mental ill health.

Increased workload remains the most significant driver, alongside unpaid overtime, poor sleep and anxieties about job security. Younger workers report particular pressures, including financial strain and isolation. Women are more likely to identify workload as a primary contributor. 

It is the strongest who get caught out

These figures point to a structural issue rather than an individual failing.

Many organisations now operate in cultures where constant availability is normalised. Our digital world ensures that work is rarely confined to working hours, with evenings and weekends routinely interrupted. Organisations too often use the language of ‘stretch’ and ‘high performance’, which can obscure the cumulative impact of sustained overload.

The warning signs of burnout are well established. Persistent exhaustion that rest does not relieve. Increased irritability or cynicism. Working longer hours while achieving less. Withdrawal from colleagues and a loss of enthusiasm for tasks that once felt meaningful.

In essence, people cease to be themselves. Although burnout is classified as an occupational phenomenon rather than a medical diagnosis, its impact should not be underestimated.

It increases vulnerability to anxiety and depression and certainly affects relationships beyond the workplace. High performers are particularly susceptible because they are conscientious, ambitious and committed. They also tend to derive a strong sense of identity from their work and are more likely to accept additional responsibilities without complaint. Over time, that willingness to take on more can become habitual, until it goes too far.

Burnout creeps up quietly

Burnout rarely appears suddenly. More often, it accumulates gradually. A demanding quarter becomes a demanding year, or temporary increases in workload become permanent expectations.

Boundaries shift incrementally, such as emails being answered on holiday and calls being taken at weekends. The pace often intensifies without formal acknowledgement, and whilst each individual adjustment feels manageable, the overall pattern is not.

When the tipping point arrives, it can feel abrupt. A particular conflict, a project or a piece of feedback may appear to trigger the collapse because these events often land on already depleted foundations. 

People describe feeling both tired and unable to rest. Tasks that were once straightforward feel disproportionately heavy as motivation diminishes. A sense of futility may creep in, and thoughts of leaving the role can surface, not necessarily because there is a plan, but because escape seems like the only relief.

At this stage, stepping away from work may be unavoidable. And it has to be said that recovery can take longer than initially anticipated, particularly if the period of overextension has been prolonged. Importantly, rest alone is rarely enough.

Resilience is the ability to bounce back

If the conditions that contributed to burnout remain unchanged, recurrence is likely.

This requires honesty at both individual and organisational levels. Hard work and goodwill are easily relied upon and, at times, taken for granted.

Exceptional effort becomes embedded as a routine expectation. There is frequent discussion of resilience within organisations, but too often, resilience is conflated with endurance, the ability to tolerate high levels of pressure without visible strain. Genuine resilience, however, includes recovery, boundary-setting and realistic appraisal of capacity.

For individuals who have experienced burnout and recovered, the process often leads to reassessment.

Priorities shift, and boundaries become firmer. There is a clearer understanding of personal limits, and whilst ambition may remain intact, it is less likely to override wellbeing.

There is a degree of freedom in acknowledging limits. Recognising that one cannot operate indefinitely at maximum capacity is not defeatist; it is realistic. It also creates the possibility of more consistent, balanced contributions over time.

Burnout is neither a badge of honour nor a personal inadequacy. It is an indicator that something in the system, whether structural or behavioural, requires adjustment.

If organisations wish to retain capable, committed people, they must address the underlying drivers rather than relying on individual resilience alone. And if individuals wish to sustain meaningful careers, they must pay attention to early warning signs and pause rather than pushing through until collapse.

Leaders should take the risk seriously

Recovery from burnout is possible. Many return with clearer boundaries and a deeper understanding of their own motivations and limits. But it is far better to recalibrate early than to rebuild from exhaustion. In the end, protecting yourself from burnout is not only an act of self-preservation. It is an act of responsible leadership.

Leaders play a pivotal role in shaping norms. When they model unrelenting availability, accept unrealistic demands or neglect their own well-being, they inadvertently legitimise those patterns for others.

Conversely, when they take breaks, set limits and question excessive workloads, they create permission for healthier practices.

From a commercial perspective, burnout carries tangible costs. Chronic stress diminishes productivity and creativity. Engagement declines when effort feels unrecognised or unsustainable. Absence due to stress-related illness disrupts teams and increases financial pressure. 

Compassionate leadership does not imply reduced ambition. It involves recognising that sustained performance depends on sustainable systems.

Manageable workloads, autonomy, recognition and psychological safety are not optional extras but vital to protecting your talent.