Let’s Talk Burnout.

So there you are, a vested VP-level member of a wildly successful tech startup. Yours is a tight-knit group that goes above and beyond cheerfully, has each other’s back, and looks mighty attractive for acquisition. But as soon as the ink is dry on the contract and the champagne bottles empty, things change. Namely, the staff you loved, the culture you worked so hard to create, and the joy of going to work you once felt. Now you, one of the founding partners, get berated routinely by the new ownership. Your role shrinks and your duties become onerous tasks. The job, the company, the compatriots, and the sense of purpose you once knew all vanish, replaced with abject dread. Getting out of bed grows more and more difficult. When you do make it to work, you’re constantly primed for conflict. After two years of trudging through deep anguish at work, you hit a threshold: You can’t take it one more day.

This is Dave’s account of dealing with burnout. (Dave has asked to keep his identity  anonymous to avoid burning any professional bridges.) The signs and symptoms he suffered through are shared by a growing number of workers worldwide. According to Gallup’s annual report into the state of the global workplace (with polling from 116 countries), stress and burnout levels have been increasing for over a decade and are currently at a record high, with Gen Z, young Millennials and Women reporting as the most stressed of all demographic groups. All of which (loudly) begs the question: Why aren’t we discussing burnout more–at the dinner table, staff meetings, doctor checkups? Do decades-old taboos about mental health still quash open dialogue? Or does the general public lack sufficient clarity about the very nature of the condition? Either way, demystifying and destigmatizing burnout are central to addressing and preventing the problem at scale. 

Pulling back the veil on burnout starts with understanding its clinical definition and core symptoms. Healthcare practitioners define workplace burnout as a serious occupational syndrome resulting from chronic, unmanaged stress at work. Its myriad symptoms range from insomnia to substance abuse, but clinicians typically isolate three key markers: emotional exhaustion and energy depletion; increased mental distance or cynicism towards one's job; and reduced professional efficacy and sense of accomplishment. This final symptom, “reduced professional efficacy,” is often regarded as the sine qua non of burnout, distinguishing it from depression and everyday work-related stress. Therapists often hear “I’m just not good at my job anymore” when working with burnout patients–words which point to a problem and the path to a solution. 

Dr. John Stallworth, JD/PhD, treated dozens of burnout patients through his 40 years as a therapist. Whenever a patient reported losing their ability to perform at work, Stallworth offered a teachable moment.

“In that instance, I’d typically ask, ‘What were you doing when you were doing well at work? What changed? They hired you because you were smart. I know your IQ didn’t drop 50 points in a few months, so what’s different?’”

In Stallworth’s experience, nudging patients away from burnout’s emotional shock and awe and toward the logical and practical steps of positive change helps flip the script. Engineers, attorneys, and other analytically minded professionals comprised a large portion of Stallworth’s patient population; typically a cohort uncomfortable with asking for help, and one that offers clues to helping the larger community of burnout sufferers get the help they need.

“When you’re dealing with professional problem solvers who define their worth as their ability to come up with breakthrough solutions, the very concept of asking for help is alien to them,” says Stallworth. “And different industries have different levels of stigma attached to seeking help.”

So what’s a therapist (and a family, and a company, and a society as a whole) to do in helping those with burnout help themselves? In Stallworth’s view, the answer is simple–but not easy. “Don’t be embarrassed, embrace the concept of asking for help,” he says. “Talk to your spouse. Talk to your doctor. Talk to your mentor at work. Recognizing that you don’t have all the answers is a great first step.”

Though its blast radius extends to the family dinner table, the therapist’s office and beyond, ground zero for burnout’s impact is, of course, the workplace. To John Morgan, VP of Human Resources at The Hahn Agency, one person’s unchecked burnout can generate systemic disruptions for entire teams and organizations; much like a strained shoulder muscle can lead to sympathetic spasms down the entire back. 

“Coworkers eventually just get to the point where they think,’Carl’s really miserable and his work has slipped. Let’s just leave him alone.’” says Morgan. “This really feeds the problem. The whole team works AROUND the burnout, and leaves the sufferer even more isolated.”

From a management perspective, Morgan believes employers need a more evolved response to helping employees deal with burnout; one built on compassion and support that gives them sufficient runway to find a new job, or turn things around in their current role. 

“It’s definitely one size fits one,” Morgan advises. “With burnout, every situation is different; there’s no shrink-wrapped ten-point checklist. Tweak their schedule, vary their assignments, give them time to make some choices–big or small–that can help them get to a better place.”

Ultimately, as in Dave’s situation described earlier, the conditions that led to burnout are a feature of the company, not a bug, and simply cannot be overcome. As Dave puts it, “After the company was acquired, I was in total misalignment with the new regime–values, purpose, process, everything. The core group we had before was all let go, and replaced with a new company where I didn’t fit.”

Burnout experiences like Dave’s are common, particularly in the current environment where startup companies often bear little resemblance to what they become post-acquisition. In these scenarios, Morgan believes there's but one solution. And it starts with ensuring that the individual feels supported and empowered to chart a new course.

“You work with them to set a timeline for finding a new job,” he says. “Sixty days, 90 days…let them make that call. Simultaneously, you recruit to fill their position and you’re very transparent with them about that. You don’t lead with policy. You lead with data about their performance, and guide them toward getting back to their best selves.”

Burnout’s rampant escalation–across industries, demographics, and nations–calls for an escalation in dialogue. The era of 30 years and a gold watch, keep your head down and your mouth shut is an antiquated workplace relic. Unfortunately, so are the prevailing assumptions about burnout, along with the solutions for preventing and treating it. Loved ones, coworkers, managers, healthcare practitioners, unions, professional organizations–all have a part to play in addressing burnout that comes with compassion and creativity. The path forward is simple, but not easy: Talk amongst yourselves.