In my many years of leading workplace structural and cultural transformations, DEI projects, and talent and leadership development, and especially as an executive coach, one recurring issue is the struggle for work-life balance, which increasingly intertwines with concerns about mental health. At the heart of these challenges is the pervasive issue of burnout, affecting both leaders and employees alike.

In today's fast-paced work environment, burnout and underlying depression have become alarmingly common. The World Health Organization (WHO) has recognized burnout as an "occupational phenomenon," marked by feelings of energy depletion, increased mental distance from one’s job, and reduced professional efficacy. A Gallup survey highlighted that nearly 76% of employees experience burnout at work, with 28% feeling burned out "very often" or "always."

This troubling trend is often exacerbated by toxic workplace cultures that promote unhealthy competition, foster insecurity among bosses who see high-performing employees as threats, and allow "toxic stars"—domineering employees favored by management—to thrive at the expense of team cohesion. Such environments are further marred by a lack of respect for diversity and inclusion, encouraging behaviors like microaggressions, micro-invalidations, micro-insults, identity masking, code-switching, and subtle discrimination. Performance management systems, tainted by favoritism and unrealistic expectations, further compound the issue. Along with untenable work hours often equated with productivity, employees are pushed to their limits, leading to a decline in mental and physical well-being, and in many cases, to chronic conditions such as anxiety, depression, and related physical health issues.

In response to these issues, some organizations have introduced wellness initiatives like yoga classes, meditation sessions, or free gym memberships. While these initiatives may seem beneficial on the surface, they often fail to address the systemic root causes of employee distress. This phenomenon, sometimes referred to as "carewashing," involves companies offering performative wellness programs that create the appearance of caring for employee well-being while ignoring the structural, cultural, and leadership issues that fundamentally cause burnout.

Recent studies underscore the importance of addressing these root causes. A 2023 study by the Harvard Business Review found that employees who perceived their company's wellness programs as genuine were 2.5 times more likely to report high job satisfaction and a positive work culture. Conversely, when wellness programs were seen as mere "checkbox" initiatives, employees were more likely to feel disengaged and cynical.

True employee wellness requires a comprehensive systemic approach that goes beyond superficial offerings. Organizations must critically evaluate their workplace cultures, ensuring they foster environments that prioritize realistic workloads, objective and fair performance management systems, healthy work-life balance, and supportive leadership. This involves rethinking productivity metrics, encouraging open dialogue about mental health, inspiring leadership, and cultivating a culture of respect and inclusivity.

Moreover, leaders must be trained to recognize the signs of burnout and take proactive steps to prevent it. This could include revising job roles to remove ambiguity and ensure clarity, promoting manageable workloads, encouraging regular breaks, and creating clear boundaries between work and personal life. Employees should feel empowered to leave the office on time, take time off without fear of repercussion, and know that their well-being is valued over constant, hyped productivity.

In conclusion, while wellness programs like yoga and meditation can be valuable tools for relaxation and stress relief, they should not be the only solutions offered to employees facing burnout. Companies must dig deeper, addressing the toxic elements within their cultures that contribute to employee dissatisfaction and mental health struggles. By doing so, they can foster truly healthy workplaces where employees feel supported, respected, and able to thrive.

Authentic employee wellness isn't just about offering perks—it's about creating an environment where people are genuinely cared for and can perform at their best without sacrificing their well-being. Anything less is simply carewashing.

 

References

1. World Health Organization. (2019). "Burn-out an 'occupational phenomenon': International Classification of Diseases."

2. Gallup. (2021). "Employee Burnout: Causes and Cures."

3. Harvard Business Review. (2023). "The Impact of Authentic Wellness Programs on Employee Engagement."

 

Sincerely

Dr. Mary Waceke Thongoh -Muia

Muiaceke@gmail.com