Why Is Everyone So Burnt Out? The Quiet Crisis Brewing in Today’s Workplaces

Lately, I've found myself asking a question I hear echoed in every team meeting, casual chat, and LinkedIn post: Why is everyone so burnt out? Even the most passionate, capable colleagues are running on empty. It’s not just the Monday blues anymore. It feels deeper, more widespread. And it’s not just us—research backs this up.

A 2021 study by McKinsey & Company revealed that nearly 50% of employees reported feeling at least somewhat burned out. Fast forward to 2024, and Gallup's State of the Global Workplace report suggests that employee stress remains at a record high. We’re witnessing a quiet crisis—one that isn’t loud or dramatic, but slowly eroding well-being, productivity, and motivation across industries.

The Shift from Fulfilment to Fatigue

When I entered the workforce years ago, we talked about chasing passion, finding purpose, and climbing the career ladder. Work was stressful, yes, but it also held the promise of growth and fulfilment. That sentiment seems harder to find now.

What changed?

According to organizational psychologist Adam Grant, part of the problem lies in the "always-on" culture. The pandemic blurred the boundaries between work and home, making it harder for many to disconnect. Remote work, while offering flexibility, also introduced a 24/7 work environment where emails arrive at midnight and weekends bleed into weekdays.

Psychologist Christina Maslach, known for her pioneering work on burnout, defines it through three components: emotional exhaustion, depersonalization (a sense of detachment or cynicism), and reduced personal accomplishment. In conversations with colleagues, I see all three. Smart, dedicated people who suddenly feel indifferent, depleted, or even question their worth.

Unreasonable Expectations and the Rise of "Performative Productivity"

One contributing factor I’ve noticed in our workplace is the invisible pressure to be constantly "productive." We praise those who respond to emails instantly, join every meeting, and volunteer for stretch assignments—even when it chips away at their mental bandwidth. The reward system subtly favors burnout.

A Harvard Business Review article recently explored the rise of "performative productivity" where workers overextend themselves not to get ahead but simply to survive in toxic or uncertain workplace cultures. That resonated deeply with me. How often have we said "yes" when we meant "no" out of fear of appearing disengaged or underperforming?

We’re also navigating a strange paradox: more tools than ever to simplify work, yet somehow we’re drowning in task-switching, message overload, and meetings about meetings. According to Microsoft’s 2023 Work Trend Index, 68% of workers say they don’t have enough uninterrupted focus time. Technology was supposed to make work easier, not exhausting.

Who’s Affected the Most?

Burnout doesn’t discriminate, but some groups are hit harder. Women, especially working mothers, often carry a double load. A Deloitte report showed that 53% of women felt their stress levels were higher than they were a year ago. Gen Z and younger millennials are also sounding the alarm, voicing dissatisfaction with rigid corporate structures, lack of support, and emotional fatigue.

I’ve spoken to junior team members who feel immense pressure to prove themselves but receive little mentorship. They’re anxious, constantly comparing themselves on social media, and unsure if the hustle is worth it. It's heartbreaking and unsustainable.

Is It the Work, or the Way We Work?

Here’s a realization I’ve come to: Burnout isn’t just about working too much. It’s about working without meaning, control, or recognition. It’s about pouring effort into environments that feel transactional or even hostile.

We’ve become so focused on KPIs and quarterly results that we’ve lost sight of the people driving those outcomes. A sense of community, autonomy, and purpose is missing in many workplaces. When employees feel like interchangeable cogs in a machine, motivation plummets.

What Can We Do About It?

There’s no one-size-fits-all answer, but based on my own experience, expert insights, and conversations with peers, here are some paths forward:

1. Normalize Real Conversations
Start by opening the dialogue. I’ve made it a point in our team check-ins to ask not just "What are you working on?" but "How are you feeling?" Psychological safety—knowing you won’t be punished for being honest—is the foundation of well-being.

2. Reevaluate Workload and Priorities
We can’t keep piling tasks on people without pausing to ask, "Is this essential?" Leaders must model the behavior of pushing back, setting boundaries, and respecting off-hours.

3. Encourage Deep Work
Give people time to focus. This means fewer, better meetings and blocks of uninterrupted time to actually think. Cal Newport’s concept of "deep work" isn’t just a productivity hack—it’s an antidote to burnout.

4. Promote Purpose and Recognition
Employees want to know their work matters. Celebrate contributions. Share the "why" behind projects. A sense of purpose can be a powerful motivator.

5. Redefine Success
Instead of glorifying overwork, let’s celebrate balance, creativity, and long-term sustainability. It’s time to shift from output-at-all-costs to outcomes with empathy.

6. Access to Support
Mental health resources must be visible, accessible, and stigma-free. Encourage use of EAPs, provide wellness days, and consider professional coaching or therapy options.

Final Thoughts

The quiet crisis of burnout is no longer quiet. It’s written on our faces, evident in our calendars, and hidden behind those polite "I’m doing fine" responses. But recognizing the problem is the first step.

We owe it to ourselves and our colleagues to build workplaces where people can thrive, not just survive. That starts with honesty, empathy, and the courage to change what isn’t working.

So let’s keep asking the hard questions. Let’s challenge outdated norms. And above all, let’s take care of ourselves and each other.

------------------------------------------------------------------------------------------------------------------