In part one of this article, Lana Hindmarch, organisational wellbeing strategist and co-founder and CEO of BREATHE, advocates for shifting from the burnout norm to a collective wellbeing approach inspired by ubuntu, emphasising balance, simplicity and shared responsibility in workplaces.
A troubling phenomenon has taken root in South African workplaces and beyond. What was once considered an acute crisis – burnout – has transformed into our accepted standard. This normalisation of chronic stress and exhaustion represents a fundamental shift in our work culture, one that has occurred so gradually, we’ve barely noticed its progression. Yet, its consequences are far-reaching and severe: depleted employees, plummeting productivity and innovation, and rising attrition rates that threaten the very foundations of our organisations.
The irony is, we’re all so overwhelmed with just getting through each day that even talking about burnout feels like one more thing we can’t handle. For some business leaders, CHROs included, conversations about chronic stress and potential solutions only add to the frustration and exhaustion. So, we do what we’ve always done: we put our heads down and push forward.
But it’s time we confront an uncomfortable truth: accepting burnout as the new normal is not okay. The costs – to our people, our organisations, and our economy – are simply too high to ignore.
The danger of normalised resilience
South Africans are renowned for their resilience. Our ability to rise above adversity, to find hope and progress in the face of daunting obstacles, is a source of national pride. We commend ourselves for our ability to handle stress and to do more with less.
However, this same resilience could be exacerbating our local burnout crisis. Long hours, constant connectivity, and overwhelming workloads have become standard features of professional life rather than causes for concern. Add to this, new stressors like AI-driven job insecurity, the isolation of virtual work, whiplash from shifting office policies, and persistent global uncertainty – this combination of factors has pushed most people to the brink.
In response, our ingrained “we’ll make a plan” attitude has kicked in, causing us to push through when we should be pushing back. Our admirable resilience has somewhat contributed to inadvertently setting a dangerous precedent, blurring the lines between dedication and self-destruction. Instead of recognising these mounting pressures as unsustainable, we normalise them, shrugging off hardships that shouldn’t be accepted.
Shifting the paradigm: from personal failure to systemic issue
Adding to the above, burnout is still too often mischaracterised as a personal failure – an individual’s inability to manage their workload or stress effectively. This perspective has not only led to ineffective solutions in combatting burnout, but has also contributed to the normalisation of the issue. As we’ve collectively adopted the belief that extreme stress is simply part of the job, we’ve allowed unsustainable work practices to become our new baseline.
Burnout, as defined by the World Health Organization in 2019, is the result of chronic workplace stress that hasn’t been successfully managed. This means the system has a huge part to play. Yet, five years on, most organisations are still putting the responsibility for preventing burnout on the individual.
The paradox of wellness: why more isn’t better
HR leaders have battled burnout relentlessly over the past few years, yet it’s grown worse, defying their best efforts.
Recent global research paints a stark picture: 97 percent of young workers report burnout, with stress widespread across age groups. As a result, HR Leaders are frustrated and becoming increasingly sceptical of the very solutions they’ve been championing.
Many HR leaders I speak to are also disheartened – they realise leaders have a big role to play in creating anti-burnout cultures, but many senior leaders are still stuck in outdated thinking around high performance and continue to model and reward behaviours that exacerbate the problem.
HR has thrown everything at the burnout crisis – wellness days, time off, resilience training, wellness apps, mental health sessions – but nothing seems to be moving the needle.
Perhaps part of the problem lies in our approach. We’ve been trying to give people more, but what if more is not the answer?
Perhaps we’ve been adding when we should be subtracting?
People have a need to exhale. We’ve all been so focused on the inhale – taking in more information, more tasks, more wellness initiatives – that there’s no breathing space left.
When I begin my discovery phase with an organisation, in talking to employees, I find that people don’t actually want another wellness session or app. They’re drowning in ‘solutions’ that demand more of their already depleted energy.
Employees tell me that what they truly need is less:
- Fewer meetings clogging their calendars.
- Fewer emails flooding their inboxes.
- Less pressure to be always on.
- Less bureaucracy stifling their creativity.
- Less fire-fighting.
- Less micromanagement.
- Fewer pointless deadlines.
- Less after-hours communication.
- Less workplace drama.
- Less information overload.
- Less bullying.
- Less toxic cultures.
Perhaps it’s time we face an uncomfortable truth: our well-meaning attempts to help may be contributing to the problem. True burnout prevention doesn’t lie in adding more wellness initiatives, but in stripping away the unnecessary burdens creating the problem in the first place.
By embracing ‘less’, we open the door to so much more of the good stuff: more time for employees to focus on priorities and engage in truly productive work; increased opportunities for meaningful collaboration and innovation; greater job satisfaction and loyalty; and ultimately, a renewed sense of purpose and enjoyment in their roles. When we remove the clutter, we create space for what truly matters – both for individuals and for the organisation as a whole.
Look out for Part two, where additional strategies and tactics are unveiled.
