In today’s fast-paced, hyper-connected world, burnout has become a global catastrophe, silently eroding the foundations of our workforce and society at large. As we navigate the complexities of modern work life, a pressing question emerges: who bears the responsibility for combating this depressingly ever-worsening threat?
The Escalating Crisis
Recent global statistics paint a stark picture. According to Gallup’s 2023 State of the Global Workplace report, a staggering 44% of employees experienced ‘a lot of stress’ the previous day. The World Health Organisation now recognises burnout as an “occupational phenomenon,” estimating that depression and anxiety cost the global economy approximately US$ 1 trillion per year in lost productivity.
In the UK, the situation is equally alarming. The Mental Health UK Burnout Report 2025 reveals that a staggering 91% of UK adults reported experiencing high or extreme levels of pressure or stress in the past year. These figures underscore the urgent need for action on both individual and organisational levels.
The Employer’s Role
Traditionally, the onus of addressing burnout has fallen squarely on employers’ shoulders. Indeed, companies play a crucial role in creating environments that either foster or mitigate burnout. Progressive organisations are increasingly adopting people-first agendas, recognising that employee wellbeing is inextricably linked to business success.
However, there’s still significant room for improvement. The Mental Health UK report shows that only 32% of working adults reported their workplace had plans to help colleagues spot signs of chronic stress and prevent burnout, a modest 3% improvement from the previous year.
Effective strategies we have seen (dramatically so since lockdowns) in caring companies include:
- Implementing flexible working arrangements
- Providing comprehensive mental health support
- Encouraging regular breaks and time off
- Fostering a culture of open communication
- Offering professional development opportunities
While these initiatives are vital, they represent only half of the equation.
” Self-agency is paramount in preventing burnout.”
The Employee’s Responsibility
As a burnout authority and executive coach, I’ve observed a creeping trend, and a concerning one at that: many workers today believe that changing jobs will provide the solution to their burnout woes. That jumping ship and clambering aboard a more seemingly tantalising vessel will eliminate the exhaustion, anxiety, overwhelm and so on. That the grass is absolutely greener. Yet, this approach often proves to be a temporary fix at best. The truth is, employees must take an active role in managing their own wellbeing and relationship with work. Self-agency is paramount in preventing burnout. It’s what I teach both individuals in my coaching practice and encourage organisations to add into their L&D curriculum.
It can be as simple and powerful as follows:-
- Setting clear boundaries between work and personal life
- Regularly assessing and communicating workload concerns
- Practising self-care and stress-management techniques and designing a bio-individual, wholly bespoke personal plan
- Cultivating a growth mindset and resilience
- Aligning personal values with career choices (including company culture resonance)
- Self-directing strengths and experience most powerfully
- Self-managing the delicate blend of stress and rest to healthily sustain growth
A Shared Responsibility
The Mental Health UK report highlights a plethora of ongoing challenges – only 29% of UK workers feel fulfilled at work, 23% are bored, and 17% lonely. Moreover, 21% of working adults admit their productivity was impacted by high levels of pressure or stress, but they didn’t adjust their hours or take time off work. There is a glaring gap around how to cope in the modern working world, across the board, every sector, every level.
I firmly believe that the most effective approach to combating burnout lies in a partnership between employers and their employees. While responsible companies inevitably provide the framework and resources for a healthy work environment, individuals simply must take ownership of their wellbeing within that framework. Blaming the employer is not the answer.
A realm of sustainable success exists when organisations and employees collaboratively create what I call “graceful productivity” – a state where high performance coexists harmoniously with personal wellbeing. It’s about working smarter, not harder, and recognising that consistent, high quality performance stems from a grounded place of balance and fulfilment. Only then can employees, and thus profit lines, soar.
The Path Forward
As we look to the future, it’s clear that addressing burnout requires a paradigm shift in how we approach work and wellbeing. Companies must continue to prioritise people-first agendas, viewing employee health as a critical business metric. Simultaneously, individuals must embrace their power to shape their work experiences and cultivate resilience. At The Burnout Business, we advocate for a holistic approach that empowers both organisations and individuals. Through education, coaching, and tailored strategies, we’re helping to create workplaces where burnout is the exception, not the norm. The responsibility for combating burnout doesn’t rest solely with employers or employees – it’s a shared commitment.
By working together, we can create a world where graceful productivity flourishes, benefiting individuals, businesses, and society as a whole. As we face the challenges of an ever-evolving work landscape, let’s remember that the power to change our relationship with work lies within each of us. It’s time to move beyond merely surviving at work and start thriving. The future of our workforce – and our collective wellbeing – depends on it.
Bianca Best is an award-winning global business leader, best-selling author, founder & CEO of THE BURNOUT BUSINESS. and Energy-SCAPE™ method, certified coach, keynote speaker and solo parenting mother of four. For more information, visit www.biancabest.com.
