Latest news with #burnout
News.com.au
3 hours ago
- Entertainment
- News.com.au
How Bachelor couple overcame burnout and bottled-up emotions
Filming a reality TV show on which she fell in love with her future husband might seem like the most emotionally intense thing that could have happened in Irena Gilbert's life that year, but in 2020 it was only part of the story. The 34-year-old nurse had fallen in love with her future husband, entrepreneur Locky Gilbert, 35, in front of the cameras on The Bachelor, but behind the scenes she was navigating the challenging reality of a healthcare worker in Melbourne during the Covid pandemic. 'While you hear a lot about nurses experiencing burnout, I think the events of that year really made things a lot more intense,' she said. Keeping her relationship with Locky a secret as per her contract, as well as being a frontline worker in some of the harshest lockdown conditions on the planet began to take its toll on Irena. 'I started dreading going to work,' she said. 'I'd have this panicked feeling just walking into the building.' Locky, who had returned home to Perth, could only provide support from afar. 'Everything in Perth was open, and so it was hard for him to fully grasp the gravity of the situation, but he was always there for me, sometimes for hours on end on the phone. I'd debrief at the end of each day during my one-hour walk,' Irena said. It was Locky, too, who eventually broached the solution to Irena's burnout. 'He said: 'why don't you move to Perth and take some time off?'' recalls Irena. 'Part of me was like, 'I've worked so hard to get to this point in my career,' and the other part of me was thinking: 'but I don't even want this job right now!' So I quit my job, moved to Perth and took a year off from nursing.' Australia is in the grips of a mental health crisis, and people are struggling to know who to turn to, especially our youngergenerations. Can We Talk? is a News Corp awareness campaign, in partnership with Medibank, equipping Aussies with the skills needed to have the mostimportant conversation of their life. Irena credits the move, as well as seeking professional help - 'I started seeing a psychologist, and I still see one,' she says - with healing her burnout and radically improving her mental health. And while openness about the ups and downs of life has become something of a hallmark for Irena, who has been candid about the heartbreak of suffering miscarriages in her journey to becoming a mother to Ava, now 18 months old, Locky has, for most of his life, struggled to get in touch with his own emotions. 'I've just always been kind of hard, masculine, 'don't talk about it', eat your feelings, 'get over it' - all that kind of stuff,' says Locky. 'And I think since having Ava, it's made me realise that's not at all the way it should be. I want Ava to be able to come to me and Irena with absolutely anything. And if I've got that hard exterior, no one's going to want to talk to me.' This instinct is in line with new research by News Corp's Growth Distillery in partnership with Medibank, which found that while family dynamics can play a crucial role in mental health conversations, notable communication gaps exist between parents and children in Australia. The research also found relationships are central to discussions about mental health, and partners were the most frequent confidants with 79 per cent of participants comfortable opening up to their significant other when it came to mental wellbeing. Strong relationships were found to have a big influence on our mental wellbeing, with more than half (53 per cent) citing their relationship as a key factor in having a positive impact. Earlier this year, Locky began seeing a holistic therapist - both individually and together with Irena. 'The first time I saw her, she laid me down and did some healing that had me absolutely bawling my eyes out,' he recalls. 'I hated it. But since then I've just learned so much - I hate the word trauma, but I'm learning about what it means to heal from your past, and the importance of dealing with emotions. Long story short, I've learned that opening up and just talking to someone can change a lot. It's been very helpful.' One of the most surprising things for Locky was the support of his inner circle when he began to be more vulnerable with them. 'The funny thing I realised was that (before therapy) in my head, I was constantly telling myself: 'don't show your emotions, this is what needs to be done.' That's what I had in my head,' he said. 'But when I came to all of my best mates and said, 'hey, I'm seeing a coach, and I'm trying to release all my emotions, and all this trauma kind of stuff,' they were all super proud of me. 'They're like, 'man, this is awesome. This is amazing'. Irena, my mum, everyone that was close to me was super happy that I was showing these emotions, and they're the people that I care about.' It's still early days and 'a work in progress,' says Locky, but he's been stunned at the change he's seen even in a matter of months. Irena agrees. 'Locky's changed so much since he's been seeing our therapist and opening up,' she says. 'He's never been a very naturally empathetic or compassionate person, but he's definitely changed. He was always just raised to think that 'men have to be men'. They don't show their emotions, they don't share their feelings. And because of that, he shut off his own emotions and his level of compassion and empathy. Now, he's realised that he's actually being strong by sharing this.' 'I'm still grappling with that,' Locky admits. 'But no one wants me to be bottled up emotionally. Everyone that I love wants me to express myself. I'm still having trouble with that, but I'm getting there.'
Forbes
10 hours ago
- Business
- Forbes
Detach To Thrive
by Mandy Hübener, Executive Education, ESMT Berlin Summer vacation season is here. Yet many leaders never truly leave work behind. If you're sneaking peeks at your inbox, answering emails between sightseeing, or scrolling through work apps by the pool, you're not alone. But this kind of half-unplugging does more harm than good. According to the Microsoft Work Trend Index, a global survey of workers across multiple industries and companies, more than half of managers (53%) report feeling burned out at work. In its 2024 State of the Global Workplace report, Gallup reported that only 27% of managers worldwide felt truly engaged at work. Yet, when leaders fully power down, they recharge in ways that enhance both performance and wellbeing. A 2025 study in the Journal of Happiness Studies, analyzing data from the German Socio-Economic Panel, confirmed that psychological detachment strongly predicts emotional wellbeing, job satisfaction, and overall life satisfaction. Travel adventure can recharge your batteries The detachment paradox Most organizations know rest is good, but they still reward the opposite behavior. A 2025 study by USC and IE Business School with more than 7,800 participants gave managers fictitious profiles of two equally high-performing employees: one who left an out-of-office message and unplugged on vacation, and another who stayed 'on' 24/7. Managers predicted the rested employee would be more productive post-break. In reviews, however, they rated that person less engaged and less promotable than the always-online peer. The effect was just as strong among leaders who claimed to value work-life balance as among those who did not. The study concluded: 'We recognize detachment's benefits, but we still penalize it.' This contradiction – knowing rest boosts performance yet penalizing those who take it – is driving systemic burnout. In 2024, a WHO report claimed that work-related stress drains over $1 trillion from the global economy each year in lost productivity. There is an urgent need to address executive burnout, not only from a personal wellbeing perspective but also for the broader societal and economic implications. The return on rest As executive educators at ESMT Berlin, we meet over 3,000 managers each year. Many arrive frazzled, believing that being always 'on' is a mark of commitment. But the evidence tells a very different story. Our participants at ESMT consistently report that well-managed breaks – truly unplugged weekends, vacations, and days off – lead to clearer thinking, sharper focus, and stronger leadership. It's tough to step away – you want to stay immersed, be effective, and stay connected. But you'll be better when you take a breath, gain space, and find fresh perspectives. Leading by example When leaders model healthy habits, they set the tone for their teams and their culture. Mathilde Collin, executive chair and former CEO of Front, logs out of all work apps during weekends and vacations. Justin McLeod, CEO of Hinge, deletes email apps from his phone during holidays to ensure uninterrupted rest. Jacob de Geer, co-founder and former CEO of iZettle, spends July at his remote cabin in Sweden – offline, by design. Enjoy relaxing in a camping chair with a view of a forest lake on a beautiful summer evening. In Europe, that strategy is built into policy. France's Right to Disconnect gives employees legal protection to ignore work messages after hours. Countries like Spain, Belgium, and Portugal have followed suit. Most EU nations guarantee at least 20 days of annual leave, and many workers take more. By contrast, U.S. employees average just 14 days off a year, often leaving paid time unused. Leaders remain tethered to their inboxes, mistaking constant availability for commitment. The cultural gap is telling. When executives normalize recovery, whether through personal practice or company policy, they make space for better thinking, better leadership, and healthier teams. Detachment becomes a performance asset, not a liability. Five ways to unplug and lead better Beyond modeling the right behavior for your team, you need concrete practices to make detachment work in your own life. So as summer approaches, plan your unplugged time boldly. Your team, your loved ones, and your future self will thank you. Feel restored and connected to family and work.
Independent Singapore
10 hours ago
- General
- Independent Singapore
EC centre worker says 'distasteful' comments from 'entitled parents' are taking a toll on their mental health
SINGAPORE: A local Redditor who works in a public early childhood (EC) centre asked for advice on how to not be affected at work. Although they love children, what they find the hardest is being at the receiving end of 'condescending and distasteful remarks' from 'horribly entitled' parents. In a July 22 (Tuesday) post on r/askSingapore, u/ strugglingsince99 wrote, 'the worst comments I heard in my career come from these parents,' and added that the stress from these comments has taken a toll on their mental health and well-being. ' I'm thinking of resigning. I'm burnt out. I have drafted out my resignation email and filled up the form,' they wrote, although they can't resign at the moment for financial reasons. For the sake of their mental health, however, they are tempted to do so in spite of the state of their finances. 'I feel like a loser being so affected by what happened at work,' u/ strugglingsince99 also wrote, adding that their salary isn't very high, and the stress they feel isn't worth putting themselves through. The post author also wrote that they used to go to therapy, but since it costs S$180 per session, they can't afford it. 'Please share how I can care less… I feel miserable and like a joke that I work to pay my therapy fees,' they added. When a commenter suggested that they could try transferring to another public early childhood centre, the post author wrote that there are likely to be unkind parents at whichever centre they transfer to. They are now considering moving to the corporate world and leaving the early childhood sector for good. 'I know in corporate, there may be demanding bosses and challenging clients. But I'm burnt out dealing with these parents for now and an unsupportive management that throws us to deal with all these,' they added. Other commenters then suggested that the post author move to a centre with a more supportive management. Some noted that workers in the post author's sector are indeed paid too little and said that this needs to change. A number of Reddit users praised early childhood sector workers and thanked the post author for the work that they do. 'Thank you for doing the job that you do! I think it's often thankless and involves a lot of sacrifice. There are parents out there who recognise that and appreciate it!' one wrote. 'I send my child to playgroup, so I truly respect the teachers who are taking care of her. I always feel that it takes a village to raise children, so hopefully SG Govt can do more for these early childhood teachers,' another opined. A Reddit user who also had experience in dealing with difficult parents in the sector wrote, 'I'm not saying you should grit it out; in fact, I support you leaving if that is what will help you. Before you quit, try applying for other roles outside of EC to see if you're able to land any interviews. Otherwise, quit, take a short break, and maybe apply for centres that promise a small student:teacher ratio. The pay may be less, but hopefully it'll improve your mental health. 'The centre leader plays a big role as well. I felt very embarrassed to speak to my principal about what I was going through, but she's someone I've worked with for many years, so I did open up to her, and she became more understanding of the decline in my work performance, because she knew it wasn't like me. If your centre leader prioritises parents and always takes their side, I think the decision to leave will be easier.' Another had this advice to give: What you feel is valid and not something to be dismissed Hiring is still robust in the childcare industry. Taking a few months off work to recover is important (hopefully you can afford it); suffering long-term in a traumatic environment is not worth the cost. In the meantime, there are lower-stress non-customer-facing part-time roles you can take if money is tight. I don't think any amount of therapy can cancel out the toxicity you face from awful parents. Alternatively, you have to tune out the negative parents. If you know you're doing the right thing, your Principal should step in and draw the boundaries between you and the Parents. If the Principal is not supportive, better leave. /TISG Read also: Singapore to boost early childhood care with 40,000 new facilities by 2029
National Post
11 hours ago
- Health
- National Post
The Rising Cost of Living Is Becoming a Mental Health Crisis for Young Employees
Article content Modern Health's new workplace report finds 75% blame financial stress for fueling burnout and hurting productivity, 79% sacrifice mental health to meet work demands and 96% want preventative mental health support Article content SAN FRANCISCO — A new report from Modern Health, a global premium mental health solution provider, reveals a troubling picture of how Gen Z and Millennial employees are faring: only 16% rate their current mental health as excellent, with the vast majority grappling with anxiety fueled by economic uncertainty and financial stress that is taxing work productivity and personal time. In a survey of 1,000 American professionals aged 18 to 44, 79% not only feel anxious from economic uncertainty, concerningly they are also sacrificing their mental health to meet work demands. Article content Article content 'Our latest report reveals that many of today's young workers are quietly pushing through mounting mental health challenges just to keep up at work,' said Matt Levin, CEO of Modern Health. 'They're not getting the support they need, which should be a wake-up call for employers. We can't afford to wait until someone is in crisis to act—we need to meet people earlier, with care that's proactive, adaptive, and designed to support the mental health of entire workforce populations.' Article content Anxiety is the New Cost of Living Article content Financial anxiety and economic uncertainty are a key driver of mental health challenges for today's employees. Three in four say financial stress is fueling their burnout and hurting their productivity, 76% say financial anxiety is disrupting their sleep, mood and energy and directly impacting their productivity at work, and 68% say financial anxiety regularly interferes with their ability to do their jobs effectively. Article content Financial and economic concerns are also dissuading employees from taking positive professional and personal actions in their lives. A resounding 74% of employees say they've delayed taking time off work due to financial concerns, while more than half (55%) have postponed seeking mental health care for the same reason. Even more concerning, 69% say they're staying in toxic job environments or avoiding necessary career changes due to economic fears. Article content Repercussions of Hustle Culture Article content The report reveals a troubling level of skepticism among younger employees when it comes to their employers' commitment to mental health. A striking 71% believe their employer uses mental health initiatives to mask a toxic culture, while 61% describe their company culture as flawed. Over half (53%) say their employer encourages self-care but makes it nearly impossible to practice. Article content This erosion of trust is potentially fueling an unhealthy pace of work and worsening mental health in the workplace. A high majority (79%) say they routinely sacrifice their mental health to keep up with work demands, and 77% admit to checking emails during PTO, or avoiding time off altogether for fear of falling behind. Even when employees do take time off, 68% report feeling guilty, worrying it will be viewed as unproductive, or admit feeling pressure to 'power through.' Just 21% of employees say they can truly unplug without pressure from work. Alarmingly, 77% say they've worked through a mental health crisis because they felt they couldn't take a break. Article content 'The disconnect employees feel between their mental health needs and the realities of the workplace is a signal—not of failure, but of opportunity,' said Dr. Jessica Watrous, Senior Director of Clinical Research & Scientific Affairs at Modern Health. 'Many employers are doing their best to support well-being, but employees are still feeling pressure to be 'always on,' even when it impacts their health. By creating cultures that enable people to truly unplug and ask for help without guilt, organizations can build the kind of trust and resilience that helps both people and businesses thrive—especially in today's unpredictable environment.' Article content The Mental Health Care Gap and the High Cost of Inaction Article content One of the most urgent challenges in workplace mental health today is the gap between when employees need support and when they actually receive it. The desire for early access to resources—before one is in crisis—is widespread, with a staggering 96% wanting access to preventative mental health support as a workplace benefit and 94% stating that they believe it would make a positive difference in their work lives. Spotlighting the growing care gap, 58% of employees admit they've waited until symptoms became unmanageable before getting help. Article content The incentive for employers to close this gap is clear. Employees overwhelmingly believe access to preventative support would make a meaningful difference: 52% say they would feel more positive about their company, 51% say it would boost their productivity, and 49% believe it would help them avoid burnout altogether. And it's not just employees—99% of Gen Z and Millennial managers agree that workforce mental health programs positively impact overall business goals with almost half (49%) stating they directly influence business performance and results. Article content For companies that fail to meet these needs, the stakes are high. More than half (52%) of respondents say they've considered quitting their job to protect their mental health—a clear signal that action is no longer optional. Worryingly, 1 in 7 young workers are actively searching for a new job for this very reason. Article content 'It's not surprising to hear that younger employees want mental health support before they're in crisis—it's something we see every day,' said Alison Borland, Modern Health's Chief People and Strategy Officer. 'For many, caring for their mental health is part of how they stay balanced and show up at work and in life—and they expect their employer to support that. Mental health can't just be treated as a problem to fix after it escalates. It needs to be a strategic priority, which means offering proactive, personalized support that evolves with people's needs. At Modern Health, we call this adaptive care—and it's not only the right thing to do for employees, it's a proven way to retain top talent and reduce healthcare costs.' Article content To learn more, download the full report here. Article content About Modern Health Article content Modern Health is a global leader in adaptive mental health care, dynamically offering multi-modal mental health support that delivers meaningful outcomes at a sustainable, predictable cost. With therapy, psychiatry, coaching, community groups, self-guided tools, and crisis support we dynamically create individualized care journeys to address a spectrum of mental health needs and preferences with culturally responsive providers in 200+ countries and territories and 80+ languages. Backed by peer-reviewed research and a proprietary blend of technology and live support, Modern Health delivers measurable outcomes, globally equitable access, and sustainable pricing. Our industry-leading Adaptive Care Model and dedicated, human centered, operationally tuned, customer success partners make us a trusted partner for organizations worldwide. Article content Visit us at to learn how we can help you optimize your people and your business. Article content Methodology Article content Modern Health commissioned this scientific random sample of 1,000 U.S. adults (aged 18-44). This group was surveyed between June 5, 2025 and June 6, 2025. All respondents are currently employed for wages, confirmed by consumer-matched data. Sampling was calibrated to obtain a representative demographic sample aligned with U.S. workforce statistics. DKC Analytics conducted and analyzed this survey with a sample procured using the Pollfish survey delivery platform, which delivers online surveys globally through mobile apps and the mobile web along with the desktop web. No post-stratification has been applied to the results. Article content Article content Article content Article content Article content
Forbes
a day ago
- Business
- Forbes
Gen Z Burnout Is Impacting 83% — Here's How Managers Can Reduce Stress
Gen Z burnout is taking a toll on productivity, but managers have the power to make a difference. Is Gen Z burnout real? According to the United States Department of Labor, 83% of this generation of employees experience the highest level of work-related stress, and 54% report that occupational burnout is significantly impacting their personal lives. Now, Gen Z is not the only generation going through corporate stress. However, they are burning out at considerably higher rates than any previous generation. Why? Why is one generation burning out at such a massive rate? Several factors contribute to this issue facing Gen Z. Why Gen Z Burnout Is Different (And Worse) One of the most significant factors is that 74% of managers view this generation as problematic and challenging. So, when a Gen Z worker who is exceptional and talented comes through the doors for an interview, it's no wonder that they feel compelled to combat the stereotype of their generation. Over 70% of managers already view Gen Z as a problem. So, imagine being from this generation and trying to prove yourself in the workplace? It can't be easy. When you step into the office, you already have all the cards stacked against you. If a Gen Z worker wants to stand above the assumptions that encircles them, they need to work above and beyond the job requirements. This means that instead of finding balance, they overwork to prove their worth to the company. After all, when 42% of hiring managers consider age during resume reviews and 4 in 10 claim to have an outright bias against Gen Z candidates, it's no surprise that employees from this generation feel like they have to work twice as hard to secure their job and to prove themselves as valuable to managers. Having to work above and beyond and feeling like you can never say no or establish boundaries at work is the surest way to set yourself up for burnout. According to a 2025 report from meQ., a people analytics software company, many are feeling deep uncertainty, pessimism, and disconnection. When they surveyed US-based employees, they found that nearly half (42%) of workers report a high degree of stress due to job uncertainty. Among those who experienced a high degree of uncertainty-related stress, 68% showed signs of higher productivity impairment due to burnout. Jack Kelly, a senior contributor to Forbes, discusses the impact of uncertainty on the stress levels of Gen Z. In his article, he suggests, 'The promise of the American Dream, once touted as the reward for academic success and higher education, has turned sour for many Gen Z. Parents encouraged their children to excel in school and pursue college degrees, assuring them of a bright future. However, this path has led many young adults into a financial quagmire.' The job market is constantly shifting for Gen Z, and many of them are tired of trying to navigate the rising tides of change. A recent article in Fortune highlighted this phenomenon, finding that many employees are highly stressed about world affairs, with almost 70% stating that it's impacting their productivity in the workplace. Let's stop for a moment and let this sink in. If you're a manager right now, there's a massive chance that more than half of your employees are unable to give 100% because they're doom-scrolling world events and ending up stuck in fear. So, what can you do differently? How can managers reduce Gen Z burnout? Here are three ways you can help reduce their stress by 40% this week. Three Immediate Actions That Work 1) Micro-Feedback Systems. I know what you're thinking. What exactly are micro-feedback systems? Well, they're small-dosed systems that give you the ability to understand where your employee is coming from and how you can support them in real-time. These can take the form of short surveys, emoji reactions to questions, or even thumbs-up/down buttons. Micro-feedback gives you and your team the chance to converse and get to the heart of the problem, without overwhelming them with a long form to fill out. 2) Vulnerability-Based Leadership I like to refer to this practice as a go-first methodology. Vulnerability-based leadership gives your team the confidence to open up because they have the chance to watch you do it first. Employees, especially those in Generation Z, are often reluctant to open up about their stress levels immediately. But when you lead by example, it empowers them to share about what they're going through because they feel supported. 3) Transparent Salary Progression Paths Gen Z is pragmatic. They want to work for companies where they can excel and see a future. When you allow this generation of workers to see how they can do that with a salary blueprint, they feel like they can trust the process and work toward a tangible goal. Being transparent about salary progression is key to retaining Gen Z for the long haul. So, What Now? How do you combat Gen Z burnout? Well, traditional management methodology has been the standard approach for years. Even during the Stone Age, Fred Flintstone still had to answer to a higher authority before he could leave his 9-5 and enjoy the weekend. But what if we shook it up a little? What if you could reduce the stress level of your Gen Z employees by 40%? If you try out these three strategies, you might find yourself with a happier, more constructive, and dare I say, less stressed Gen Z workers.
