On professional burnout with Basia Gubsch.

I feel chronically tired, I sleep poorly, I have trouble concentrating, my efficiency has dropped, and I’m lacking enthusiasm and a sense of purpose in what I do. Does this mean I’m experiencing burnout?

Barbara Gubsch: Contrary to appearances, diagnosing burnout isn’t easy—and there are at least two reasons for that. First, it lies in human nature—we look ahead, we keep moving forward, and we live in a world that makes it hard to stop and reflect. But recognizing burnout requires introspection and self-awareness. What’s more, admitting to powerlessness can provoke fear—it’s difficult. It may be interpreted as weakness, and we want to be seen as capable, strong, and always in control. The second reason is our deeply rooted culture of complaining, which shows up in everyday small talk. “How are you? Same old story—budget’s tight, my boss is on my case, my wife’s upset again, the lease payment went up.” This kind of habitual grumbling makes it hard to tell what’s just casual conversation and what’s a genuine problem calling for attention. We might miss someone crying out for help.

What leads to burnout?

BG: Any situation that causes chronic, prolonged stress that goes unaddressed. It could be a toxic manager, unrealistic goals, monotonous work, meaningless tasks, or ongoing overload. Burnout is a complex process and looks different for everyone—it depends on individual traits. The real issue is failing to respond to that stress. We often downplay it, treating it as a natural part of life that we just have to accept. We believe “this is just how it is.” But when stress is consistently high, we eventually stop coping. And unfortunately, we often don’t realize it—not even the people around us.

Which professions are especially vulnerable to burnout?

BG: There’s no job entirely free from burnout risk, but people in professions that involve helping, educating, and working closely with others are the most vulnerable—teachers, nurses, doctors, psychologists, social workers, but also team leaders or salespeople whose results and income depend on human interaction. Burnout also affects freelancers in creative fields or IT specialists. Those working below their qualifications or underusing their skills are also at increased risk.

Highly specialized experts with extensive experience and achievements—like doctors or lawyers—are often affected too. They may feel they’ve reached the peak in their fields and lose motivation. A great remedy can be encouraging them to share knowledge through coaching or mentoring. This transfer of expertise can reignite purpose and job satisfaction.

How can an organization create an early warning system for burnout?

BG: The key is equipping managers and leaders with the skills to distinguish between temporary difficulties and signs of serious burnout. When an employee who’s been overloaded for months suddenly requests time off, it shouldn’t be seen as laziness or flaking out—but as a warning sign. Education is crucial on two levels: building a culture of open team communication and encouraging leaders to reflect and look inward. A good leader should regularly self-reflect and learn to distinguish between short-term stress and chronic pressure, or occasional unease and persistent anxiety. High self-awareness is the starting point for caring about people—it helps us understand and notice others’ struggles. This is the first step in effective prevention.

One common mistake companies make is offering burnout training directly to employees while ignoring managers. But if a manager doesn’t understand the issue, that knowledge won’t be applied.

It seems like a major barrier to fighting burnout is lack of trust. “If I open up to my boss, they’ll use it against me.”

BG: Building a climate of trust is essential—alongside education—as a pillar of any burnout prevention strategy. I spend a lot of time on this in self-reflection training. It requires dismantling a harmful stereotype that persists in many companies: the boss on one side, employees on the other—a game of who can outsmart whom. This culture promotes dishonesty, which ruins the atmosphere, kills team spirit, and lowers productivity. Everyone loses.

I tell managers that trusting people pays off—you lose less by believing in your team than by assuming they’re lying. Even if someone abuses that trust, it will usually come to light. For example, if someone pretends they need a break due to burnout, but nothing improves after the leave, it will be obvious. In contrast, someone honest about their condition will return noticeably better.

I promote servant leadership—managers serve their teams, support them, and lift their burdens. Open communication is essential—it creates a safe space for sharing and prevents misuse of information. Once that’s in place, spotting and addressing burnout becomes much easier. It takes about 12 months to fully implement this model, establish new habits, and respond properly. Some problems surface only annually—budget planning, for example, is a major stressor. That’s why it’s important for a coach to support a manager over a full year.

Not everyone affected by burnout can be helped. How can you tell?

BG: Offer options and see if the employee uses them. If they say they’re struggling, suggest coaching sessions, review their workload and work conditions together. Show that you care and are ready to help. The ball is then in their court—if they want change, they have to take action. If they don’t, it may already be too late.

Sometimes, even small steps can help if we properly diagnose the cause. If someone is lonely or isolated, moving them to a space with more people may help. I recall someone working in a museum archive who was relocated to a basement without daylight or coworkers due to a space reorganization. That led to burnout. Simply moving them back to a shared space solved the issue. Sometimes it’s as easy as rearranging desks. These changes don’t require a big budget. That’s how job crafting works—reimagining a role with trust and collaboration to meet individual needs. It supports autonomy and gives employees a greater sense of control.

Does remote work contribute to burnout?

BG: It depends on the person, but there are real risks. It’s easier to disconnect online, and many find digital communication exhausting—this is called “Zoom fatigue.” When we’re alone, escape behaviors worsen our mood. It’s also harder to gauge your own condition without comparing yourself to others. In the office, it’s easier to recognize when something’s off. Remote work also makes recovery harder—regeneration requires a “tribe,” being around people. Seeing others only via screen makes that difficult. Companies with remote teams should be especially proactive in this area.

What risk does an organization take by ignoring employee burnout?

BG: There are many—lower productivity and work quality, a damaged reputation—but the biggest risk is uncontrolled turnover. I don’t just mean recruitment costs, but the loss of key assets: know-how. When burned-out employees leave, they often take invaluable knowledge with them. This breaks the knowledge transfer chain, which is critical to a company’s value and function. Burnout also reduces loyalty and engagement—even if employees stay, they’re less likely to share knowledge or support others. In many companies, know-how defines their market value. Losing it can be devastating.

I remember one employee who had been with a company from the start. She knew everything—thanks to her experience at various levels, she kept things running smoothly. She later took a less demanding assistant role. When a new investor came in, they fired her, thinking the role was unnecessary. But without her, nothing worked. It was a dramatic example of how crucial employee knowledge is. We cannot afford to lose it—yet that’s what happens when burnout goes unaddressed.

Another issue is talent quality. Companies that don’t prioritize wellbeing stop attracting top talent. This weakens competitiveness and reduces predictability—the ability to deliver on time. That erodes client trust and damages relationships. It creates a chain reaction.

I bet you often hear: “I want change, but I don’t have the budget.”

BG: That’s when it’s worth asking—and better yet, calculating—how much burnout is costing you. Coaching and prevention cost less than replacing lost employees. How much are you losing due to decreased team performance? What percentage of your margin could you regain by addressing burnout? I often sit down with clients and run the numbers. Turns out, investing just 5% of a specialist’s salary in coaching can generate 15–20% ROI for the company. Numbers speak volumes.