When we hear the word burnout, most people picture the corporate high-flyer. Long hours. Suitcases rolling through airports. A diary crammed tighter than my pants on Christmas Day.
But here’s the thing: burnout doesn’t discriminate. It’s not just for CEOs and executives. It shows up in teachers, tradies, not-for-profit staff, hospitality workers — anywhere people are working hard without the right support. Where the way people experience work isn’t equal to the demands of the role. The give and take, the ying and yang, the concept of win – win.
What really drives burnout?
Let’s bust a myth straight up. Burnout isn’t simply about working long hours or “not being resilient enough.” It’s about imbalance.
- High demands, low control: You’re told to deliver outcomes but not given the resources, authority, or time to achieve them. It’s like being strapped into a weighted vest and told to sprint the race — the effort’s there, but the odds are stacked against you.
- Productivity over people: Employers laser-focus on KPIs, but forget about the employee experience. People aren’t robots (yet).
- Passion without protection: High-purpose employees — the ones who care deeply about the work — can actually burn out faster if their effort isn’t matched by organisational support. Ironically, the more they care, the more at risk they are.
“Passion without organisational support doesn’t make people thrive. It makes them burn out.”
How does burnout show up in the workplace?
It’s not always the dramatic “I quit” moment. Often, it sneaks in quietly:
- A drop in energy and enthusiasm.
- Little things start slipping.
- People withdraw from collaboration.
- Cynicism creeps in where there used to be commitment.
Left unchecked, that slow decline becomes a workplace culture issue. Teams feel disengaged. Trust erodes. Productivity suffers. And suddenly, the cost of replacing skilled people starts to bite.
The link to leadership (and why HR systems matter)
Here’s the kicker: burnout isn’t an individual failing. It’s a system issue. And systems are shaped by leadership.
Leaders who set high expectations but don’t provide the resources are essentially handing their people a ticking time bomb. On the flip side, leaders who balance performance with employee experience — clarity, support, recognition, trust — create workplaces where people can actually thrive.
“High demands with low control? That’s not a resilience thing — that’s a recipe for burnout.”
And this is exactly why the law now calls them out for what they are: psychosocial hazards. Things like unmanageable workloads, lack of role clarity, poor support, or a culture of low trust aren’t just “bad leadership quirks” anymore — they’re legally recognised risks to health and safety.
That’s where HR systems earn their keep. Not the “dusty policy in a drawer” kind, but frameworks that actively reduce these risks by:
- Setting clear expectations.
- Building feedback and recognition loops.
- Keeping workloads realistic.
- Measuring engagement, not just output.
Why it matters
Because burnout isn’t just bad for individuals. It’s bad for business. Reduced productivity, higher turnover, more sick leave, reputational damage. The works.
The good news? With the right leadership and HR systems, burnout isn’t inevitable. It’s preventable.
So, if you haven’t reviewed your psychosocial hazards or HR systems lately, now’s the time. Because culture might feel like a vibe — but it’s built through structure, leadership, and choices.
👉 Let’s make sure your systems are setting people up to thrive, not burn out. Book your consult with The People & Culture Office
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