Australian employees experience burnout at significantly higher levels than the rest of the world. A staggering 61% report experiencing burnout, compared to a global average of 48% (Mental Health First Aid).
The World Health Organisation defines burnout specifically as a workplace issue. It is "a syndrome conceptualised from chronic workplace stress that has not been successfully managed."
A significant stressor and one of the drivers of burnout is the inability to switch off from work, leading to an erosion of work-life balance.
In February, Australia introduced the "right to disconnect" law. This law prohibits employers from contacting workers outside of business hours. It's a crucial step in the right direction. However, it is not a complete solution to the burnout epidemic. Does it truly allow employees the freedom to disconnect? Or does it compress the same workload into fewer hours, increasing daily stress? Work doesn't pause — deadlines remain, tasks pile up, and the workday becomes a race against the clock.
Leaders face a tough challenge. Budget constraints limit their ability to hire more staff to reduce the workload. Despite this, leaders must still deliver on annual goals. How can they drive results and protect employees' well-being without sacrificing service quality?
Focus on strategy and aligning activity: A step toward reducing overwork that drives burnout
Establish a clear vision for the company. Ensure everyone is moving in the same direction. Focus resources and activities on driving meaningful results. Aligning team goals with strategic initiatives to minimise miscommunication and misaligned expectations.
Review activities using the stop, start, and keep method. Eliminate tasks that don't align with these goals and don't add value. For example, reduce excessive report generating that doesn't impact decision-making. Focus on high-impact activities.
Encourage integration of work and personal calendars. Help employees learn how to merge their personal and work calendars to see when they have busy periods that may require extra support or personal events that might mean they need to reduce their workload. Equally, it can highlight times when there is a lull in activity. During these times, they can support others in the team, take time for professional development, or support different projects.
The "right to disconnect" marks progress toward healthier work environments, but it's only part of the solution. We must also empower employees with the skills to prioritise and manage time effectively. We need to address how workloads are distributed.
Leaders must do more than allow time off or the right to disconnect. They need to create an environment where work hours are productive and lead the way in driving meaningful and value-adding activity. Together, these measures can start a real fight against the burnout epidemic.
Navigating Burnout, Mental Health First Aid,