The Wellbeing Switch: Balancing Productivity and Burnout
Years ago, I took a taxi at around 2:30 pm. As my driver dropped me off, he switched off his meter and cheerfully declared that he had made enough money for the day and was off to surprise his daughter by picking her up from school.
As a wellbeing coach, I work with high-performing professionals who deliver extraordinary value for their organisations year after year, yet never feel they’ve done enough. They operate constantly on the edge of burnout, their workloads seemingly endless. When asked how one client knows she’s done enough, she replied, “When I am so exhausted at the end of the day, I can do no more.”
Unlike my cab driver, many workers don’t recognise when they’ve done enough, both for business success and their own sustainable wellbeing. This is where the research of Professor Michael Leiter, a renowned expert in the field of occupational health psychology burnout and resilience, becomes crucial.
Professor Michael Leiter’s Research on Burnout
Michael Leiter has spent decades studying burnout, particularly in the context of workplace culture and individual wellbeing. His research highlights that burnout is more than just physical exhaustion—it involves emotional and mental fatigue, which impacts employees’ engagement, productivity, and overall satisfaction.
Leiter’s work identifies three core components of burnout: emotional exhaustion, depersonalisation (or cynicism), and a reduced sense of personal accomplishment. These three factors combine to erode not only the individual’s wellbeing but also the functioning of the team and organisation. Burnout is not just an individual issue; it’s a systemic one.
His research further shows that burnout often stems from a mismatch between the demands placed on employees and the resources available to meet those demands. This mismatch can create chronic stress, leading to disengagement and decreased job satisfaction. Leiter emphasises that addressing burnout requires both individual strategies and organisational interventions that focus on creating healthier work environments.
The ‘Autonomy Paradox’ and Burnout
One of the paradoxes uncovered by burnout research is the ‘autonomy paradox,’ a phenomenon that highlights the unintended consequences of increased workplace flexibility. While modern technology enables employees to work anywhere, anytime, it also creates the expectation that they should always be available. According to Leiter, this constant connectivity reduces employees’ ability to switch off and recognise when they’ve done enough for the day. Rather than feeling empowered, employees often feel trapped in a cycle of overwork, unable to establish clear boundaries between work and personal life.
This paradox is a significant contributor to burnout in the knowledge economy. Employees are often highly engaged in their work, but the lack of boundaries erodes their mental and physical health over time. Leiter’s research underscores that autonomy, while beneficial, must be accompanied by clear guidelines on workload and time management to prevent burnout.
Finding Your ‘Enough’ Switch
Sometimes, life forces us to stop—through burnout, health issues, or other crises. But before things reach that stage, how can we activate our ‘enough’ switch to facilitate sustainable productivity and wellbeing?
Leiter’s research offers several strategies to help individuals and organisations address burnout:
1. Reframe Your Relationship with Work: Like the cab driver, it’s essential to create space for meaningful alternatives to work. Prioritise relationships, hobbies, or activities that offer a clear boundary between professional and personal time. These activities can act as natural ‘enough’ signals that help you disengage from work and recharge.
2. Embrace Imperfection: One of the drivers of burnout is the relentless pursuit of perfection. According to Leiter’s research, many workers, especially high achievers, struggle with leaving things unfinished or accepting less-than-perfect outcomes. It’s important to sit with the discomfort of imperfection and recognise that work will never be ‘done’ in the traditional sense. Allowing yourself to step away, even when things aren’t perfect, is key to avoiding burnout.
3. Celebrate Your Accomplishments: People tend to focus on what’s left to do, often ignoring what they’ve already achieved. Leiter’s work highlights the importance of acknowledging progress. Take time to reflect on your ‘DONE’ list at the end of each day, appreciating what you’ve accomplished, no matter how small. This simple practice boosts positive emotions and helps you feel a sense of completion.
4. Set Clear Boundaries: Leiter’s research stresses the importance of setting clear boundaries around work hours. Signalling the end of your workday with a simple act—such as closing your laptop with a satisfying click—can help you mentally disconnect from work. This physical gesture, however small, can be a powerful way to reinforce the boundary between work and personal time.
5. Leverage Organisational Support: While individual strategies are critical, Leiter’s research emphasises that organisations play a key role in preventing burnout. Leaders must foster a culture that encourages breaks, promotes work-life balance, and provides employees with the resources they need to manage their workloads. Implementing programs like the SCORE initiative, which Leiter co-developed, can help teams enhance civility, trust, and collaboration—key factors in reducing burnout.
The Role of Emotional Exhaustion in Burnout
Leiter has consistently found that emotional exhaustion is the most prominent component of burnout. Employees, particularly those in high-stress or emotionally demanding roles, experience exhaustion as they face ongoing pressure to perform. This is particularly true for those in roles that require significant emotional labour—where managing emotions is a part of the job.
By cultivating mindfulness and emotional intelligence, Leiter’s work shows that employees can better manage stress and reduce the likelihood of burnout. Recognising early signs of emotional exhaustion is key to preventing burnout before it escalates into disengagement and cynicism.
Moving Forward: Calibrating Your ‘Enough’ Switch
Many people have more control over what is ‘enough’ than they realise. Whether you’re leading a team or managing your own workload, it’s important to regularly calibrate your ‘enough’ switch to align with your role and responsibilities.
Professor Michael Leiter’s research offers valuable insights into how we can rethink our relationship with work and prevent burnout. By setting boundaries, embracing imperfection, and fostering a culture of wellbeing, we can create healthier, more sustainable work environments.