Workplace stress is something most people experience from time to time.

Deadlines, competing priorities, difficult conversations, high workloads and periods of change can all place pressure on us.

Sometimes this stress is temporary. A busy period passes, we recover, and things begin to feel manageable again.

But what happens when the pressure does not stop?

When workplace stress becomes chronic and there are not enough opportunities, resources or supports for recovery, people can begin to experience burnout.

The World Health Organization describes burnout as an occupational phenomenon resulting from chronic workplace stress that has not been successfully managed. It is characterised by three dimensions: exhaustion, increased mental distance from one’s job or feelings of negativism or cynicism related to one’s job, and reduced professional efficacy (World Health Organization, 2019).

Burnout therefore refers specifically to the occupational context rather than being a general term for exhaustion in every area of life.

What Burnout Can Feel Like

Burnout does not always begin dramatically.

Often, it develops gradually.

You might notice that you are: feeling emotionally or physically exhausted; becoming more irritable or impatient; finding it harder to concentrate; sleeping poorly; withdrawing from colleagues, friends or family; feeling increasingly detached or cynical about work; losing motivation or confidence in your effectiveness at work; or experiencing physical symptoms such as headaches, muscle tension or stomach discomfort.

Physical symptoms such as these are not specific to burnout and can have many causes. Persistent or concerning symptoms should also be discussed with an appropriate health professional.

People may also notice changes in the way they cope.

You might rely more heavily on alcohol or caffeine, spend hours scrolling on your phone, stay constantly busy to avoid thinking, or find yourself saying: “I just need to get through this week.”

But the weeks keep going.

Why Burnout Gets Ignored

One reason burnout can be difficult to recognise is that many of the behaviours that contribute to it can initially look like commitment.

Working late. Taking on extra responsibility. Always being available. Putting everyone else’s needs first. Avoiding taking leave because other people are relying on you.

For people working in helping professions, healthcare, education, emergency services, community services and other demanding roles, there can also be a strong sense of responsibility towards other people.

This can make stepping back feel uncomfortable or even selfish.

Burnout is not a sign of weakness. It is more accurately understood in relation to chronic workplace stress and the interaction between the demands of a role and the resources available to manage those demands (World Health Organization, 2019; Demerouti et al., 2001; Bakker & Demerouti, 2007).

Understanding Burnout Through the Job Demands–Resources Model

The Job Demands–Resources model provides a useful way to understand why demanding work affects people differently (Demerouti et al., 2001; Bakker & Demerouti, 2007).

Job Demands

Job demands are aspects of work that require sustained effort and can carry psychological or physical costs when they are excessive or prolonged (Demerouti et al., 2001; Bakker & Demerouti, 2007).

These might include: excessive workloads; time pressure; emotional demands; difficult workplace relationships; role conflict; high levels of responsibility; exposure to distressing situations; and difficulty switching off from work.

Job Resources

Resources are aspects of work that help people manage demands, achieve work goals and maintain engagement.

These can include: supportive leadership; support from colleagues; clear roles and expectations; appropriate autonomy; recognition and feedback; adequate staffing and resources; opportunities for recovery; and learning and development.

Research on the JD-R model suggests that high demands are particularly associated with exhaustion, while inadequate resources can contribute to disengagement (Demerouti et al., 2001).

This helps explain why simply telling someone experiencing burnout to “cope better” may miss an important part of the problem.

Sometimes the demands themselves need to change.

What Actually Helps?

Recovery from burnout generally requires looking at both the workplace environment and the way we respond to pressure.

1. Identify the Stress Patterns

It can be useful to step back and identify what is actually creating the pressure.

For example: Is the workload consistently unrealistic? Is workplace conflict contributing to stress? Are boundaries between work and home disappearing? Do you feel responsible for solving every problem? Are you finding it difficult to say no? Are you constantly available to other people? Is there enough support, autonomy or role clarity?

Identifying these patterns can help distinguish between temporary pressure and workplace conditions that may require more meaningful change.

2. Address Workplace Demands and Resources

Burnout should not be treated solely as an individual coping problem.

Where possible, workplace factors contributing to chronic stress need to be addressed.

Depending on the situation, this might involve: reviewing workload or competing priorities; clarifying roles and expectations; improving access to supervision or support; addressing workplace conflict; increasing appropriate autonomy or control; ensuring adequate staffing or resources; and creating realistic opportunities for breaks and recovery.

Individual strategies can be helpful, but they should not be used as substitutes for addressing preventable workplace problems.

3. Strengthen Boundaries

When people have been under pressure for a long time, boundaries can gradually disappear.

You may answer emails after hours, continue thinking about work throughout the evening or feel guilty when you are not being productive.

Re-establishing boundaries can help create clearer periods in which work demands are no longer competing for your attention.

This may involve: setting realistic finishing times; turning off work notifications; taking scheduled breaks; using leave when needed; and creating routines that mark the transition between work and home.

Boundaries are not about becoming less committed to your work. They can help make that commitment more sustainable.

4. Create Opportunities for Recovery

When stress has been prolonged, recovery usually requires more than one weekend off.

Small, repeated opportunities for recovery can be valuable.

These may include: regular physical movement; spending time outside; maintaining consistent sleep routines; reducing unnecessary stimulation after work; using breathing, grounding or mindfulness strategies; reconnecting with activities that are not related to work; and spending time with supportive people.

These strategies can support recovery, but they cannot compensate indefinitely for excessive or poorly managed workplace demands.

5. Talk Before Things Reach Crisis Point

Many people wait until they are completely exhausted before seeking support.

Talking with someone earlier can help identify patterns and options before the situation becomes more difficult.

Depending on the circumstances, support might involve a trusted colleague, manager, supervisor, GP, EAP provider or mental health professional.

Counselling or therapy can also provide space to explore factors such as perfectionism, people-pleasing, difficulty setting boundaries, self-criticism or patterns of taking excessive responsibility.

Final Thoughts

Burnout often develops gradually.

You may still be going to work, completing tasks and supporting other people while becoming increasingly exhausted, detached or ineffective.

Recognising burnout is not about labelling every difficult week as a mental health problem.

It is about noticing when workplace stress has become chronic and recovery is no longer occurring.

The Job Demands–Resources model reminds us that sustainable work is not simply about asking people to become more resilient.

It is also about ensuring that the demands placed on people are balanced by appropriate resources, support and opportunities for recovery (Demerouti et al., 2001; Bakker & Demerouti, 2007).

Sometimes the most useful question is not: “How do I push through this?” but: “What needs to change for this to become sustainable?”

References

Bakker, A. B., & Demerouti, E. (2007). The Job Demands–Resources model: State of the art. Journal of Managerial Psychology, 22(3), 309–328. DOI: 10.1108/02683940710733115

Demerouti, E., Bakker, A. B., Nachreiner, F., & Schaufeli, W. B. (2001). The job demands-resources model of burnout. Journal of Applied Psychology, 86(3), 499–512. DOI: 10.1037/0021-9010.86.3.499

Maslach, C., & Leiter, M. P. (2016). Understanding the burnout experience: Recent research and its implications for psychiatry. World Psychiatry, 15(2), 103–111. DOI: 10.1002/wps.20311

World Health Organization. (2019). Burn-out an “occupational phenomenon”: International Classification of Diseases.