Majid Kazmi article burnout

There is a version of burnout that does not look like burnout at all.

You still wake up on time. You answer messages, attend meetings, make decisions and remember what needs to be done. The presentation gets finished. The client gets called back. The flight gets caught. The deadline is met. People continue to describe you as dependable, composed, perhaps even unusually productive.

That may be precisely why nobody notices.

Sometimes, not even you.

We tend to imagine burnout as something dramatic. Someone reaches a breaking point, stops functioning, takes extended leave or finally admits that they cannot continue. There is often a visible before and after.

But many people do continue. They continue for months and sometimes for years. They remain competent enough to fool the people around them and accomplished enough to fool themselves.

I have spent much of my professional life in demanding environments where long hours, competing priorities and constant availability can quietly become normal. In such places, tiredness is easily mistaken for commitment. A crowded calendar can look like importance. Answering emails at midnight can almost become evidence that you matter.

And because you are still performing, you assume you must be fine.

That assumption deserves closer examination.

When “busy” becomes your permanent answer

Think about an ordinary weekday.

You wake up and reach for your phone before your feet touch the floor. There are already WhatsApp messages waiting. Someone has emailed from another time zone. You quickly scan the headlines while brushing your teeth, perhaps telling yourself that you are only catching up.

Breakfast, if there is one, happens while reading something.

The morning disappears into meetings, calls, documents and messages. Somebody asks how you are and you give the answer that has become almost automatic.

“Good. Busy.”

Lunch is eaten at the desk or postponed until hunger finally forces the issue. By late afternoon, you are mentally tired, but there are still things to finish. Exercise gets moved to tomorrow. A personal call goes unanswered because you do not have the energy for a conversation.

At home, someone you love begins telling you a story. You are listening, technically. You nod at the right places. But somewhere in the background, another part of your mind is drafting an email, replaying a difficult conversation or remembering something that has to happen the following morning.

Later, you finally sit down.

And immediately pick up your phone.

Not because there is something particular you want to see. You simply cannot seem to sit there doing nothing anymore.

Eventually you go to bed tired, yet strangely unable to switch off. Your body is asking for sleep while your mind continues behaving as though the office is still open.

Then you wake up and do it again.

Seneca, writing nearly two thousand years before anyone could blame email or smartphones, put it rather starkly:

“The lives of busy men are the shortest of all.”

He was not suggesting that industrious people necessarily die younger. His point was more unsettling. A life consumed by occupation can pass without ever quite being inhabited.

Nothing in this story looks catastrophic.

That is the point.

“But I’m not burned out”

A conversation I have had, in one form or another, with more than one colleague over the years usually begins innocently.

“I don’t know what’s wrong with me,” someone will say. “I’m just tired all the time.”

When you ask about work, the answer initially sounds reassuring. Work is going well. Performance is strong. Nothing serious has gone wrong. There is no crisis.

Then you probe a little more gently.

What time do you normally finish?

“Well, officially around six.”

And after that?

“I usually catch up on emails after dinner.”

What about weekends?

“Only a few hours.”

Do you exercise?

“I used to.”

How are you sleeping?

“Not badly. Five or six hours.”

When did you last take a holiday without checking work?

Silence.

The strange thing is that the person may still resist the obvious conclusion.

“But I’m not burned out,” they say. “I’m still getting everything done.”

That sentence has stayed with me because it captures the problem perfectly.

We have confused the ability to continue with the absence of damage.

A car can continue moving while the engine is overheating. A building can remain standing while stress accumulates inside its structure. A person can continue producing excellent work while something quieter is being depleted underneath.

The absence of collapse is not proof of health.

The body sometimes knows before the mind does

Human beings are remarkably good negotiators when negotiating with themselves.

“I just need to get through this week.”

“Things will settle after this project.”

“I will start exercising when travel slows down.”

“I’ll sleep properly over the weekend.”

“I just need a proper holiday.”

Then the project ends and another begins. The weekend becomes an opportunity to catch up. The holiday turns into three days of replying to emails from a different location.

Meanwhile, smaller signals begin appearing.

You become impatient with people you normally enjoy. A harmless question irritates you more than it should. Traffic seems intolerable. The person walking slowly in front of you suddenly feels like a personal obstacle placed there by the universe.

You stop reading things simply because you are curious about them. Exercise starts feeling like another task. Dinner with friends sounds exhausting. Sunday evening develops a heaviness you cannot quite explain.

Sometimes you find yourself sitting in the driveway for a few minutes after arriving home because you are not yet ready to go inside.

Sometimes you cancel a social plan and feel relief rather than disappointment.

Sometimes the people closest to you begin receiving the least energetic version of you because everyone else received the best version first.

And sometimes you achieve something you had been working toward for months and feel surprisingly little.

That last one is worth noticing.

One of the quietest signs of exhaustion is not sadness. It is the gradual disappearance of enthusiasm.

Success can provide excellent camouflage

Years ago, I began noticing something about professional life that I have since seen repeatedly.

The more competent you become, the easier it is for people to give you more to carry.

Reliability attracts responsibility. Responsibility brings recognition. Recognition brings more responsibility. Before long, being the person who “can handle it” becomes part of your identity.

One of the symptoms of approaching nervous breakdown is the belief that one’s work is terribly important.” — Bertrand Russell, The Conquest of Happiness (1930), Chapter V, “Fatigue

There is nothing inherently wrong with this. Ambition is not a disease. Meaningful work can be one of life’s great sources of satisfaction. There are periods in life when a worthwhile project requires extraordinary effort, and there can be genuine pride in giving something everything you have.

The danger begins when temporary intensity quietly becomes a permanent operating model.

Somewhere along the way, a subtle equation forms:

My ability to carry more means I should carry more.

That is not necessarily true.

A bridge may be capable of carrying enormous weight. Engineers still care deeply about load, stress and fatigue. Aircraft are inspected even when they are flying perfectly well. Machines are maintained before they fail, not merely after.

Human beings seem to grant themselves less consideration.

We often wait for failure before accepting that maintenance was necessary.

The ancients worried about this too

Our exhaustion may involve smartphones, Teams calls, airport lounges and notifications, but the underlying problem is remarkably old.

The Stoic philosophers spent considerable time thinking about the difference between what deserves our attention and what merely demands it. Marcus Aurelius was not reflecting on these questions from the tranquility of retirement. He was governing an empire, dealing with war, political intrigue, illness and personal loss. Yet much of his private writing returns to the same discipline: choosing where the mind should go instead of allowing the world to drag it in every direction.

Nearly two thousand years later, most of us carry a device specifically engineered to drag our attention in every direction.

Seneca saw another part of the problem clearly. He observed how fiercely people guard their property while behaving far more casually with their time. We would be offended if a stranger took money from our wallet, yet we routinely surrender hours to obligations, interruptions and digital distractions that we never consciously chose.

The technology has changed.

Human nature has not.

Aristotle offers another useful lens. For him, the good life was not simply a life filled with achievement, possessions or pleasure. It was a life of flourishing, a life in which the human being developed and lived well as a whole.

That word, whole, matters.

A person can be professionally successful and personally depleted. They can be admired by colleagues and increasingly unfamiliar to their family. They can achieve almost everything written in the annual objectives and slowly lose interest in everything that cannot be measured.

The spreadsheet will not tell you the difference.

The signals that come before the crash

Perhaps we need to become more interested in the signals that appear before someone stops functioning.

When was the last time you did something without trying to make it productive?

A walk without a podcast. A meal without a phone. Sitting outside without photographing the sunset. Reading something that has absolutely nothing to do with your career.

Are small inconveniences producing disproportionately large reactions?

The slow driver. The delayed flight. The colleague asking one more question. The child interrupting you when you are trying to finish something.

Sometimes irritability is simply exhaustion wearing a different shirt.

Can you still be fully present with another person?

Not physically present while mentally somewhere else. Actually there.

Do things you once enjoyed increasingly feel like work? Seeing friends. Cooking. Exercising. Playing with your children. Calling your parents.

And when something good happens, do you still feel it?

Not post it. Not announce it. Not turn it into a milestone on LinkedIn.

Feel it.

These questions can reveal things our résumés cannot.

Recovery does not require abandoning ambition

Whenever we talk about burnout, there is a temptation to swing toward the opposite extreme. Quit the job. Move to the mountains. Delete every app. Meditate at sunrise. Reinvent your entire life.

For most people, that is neither realistic nor necessary.

The alternative to relentless work is not the abandonment of ambition.

Recovery can begin with surprisingly ordinary acts.

Take ten minutes outside without your phone. Eat one meal each day without a screen in front of you. Leave an evening occasionally empty instead of automatically filling it. Turn off notifications that have trained your nervous system to behave as if every message is urgent.

Walk after dinner.

Call someone without having an agenda.

Protect sleep with something approaching the seriousness with which you protect an important meeting.

And occasionally ask a question that productive people find surprisingly uncomfortable:

Does this actually need to be done today?

You may be surprised how often the answer is no.

We underestimate small forms of recovery because they appear insignificant compared with the scale of our responsibilities. But almost everything valuable in life depends on small acts of maintenance.

We brush our teeth for a few minutes. We water plants with a little water. We service machines before they break. We save money in increments. Relationships survive through thousands of ordinary acts of attention.

Why should the human mind require catastrophe before receiving maintenance?

Perhaps the goal is not balance

I have never been particularly convinced by the phrase “work-life balance.”

Life rarely arrives in equal portions.

There will be seasons when work requires more of us. There will be nights when something genuinely cannot wait. There will be ambitious projects worth becoming tired for. There will also be seasons when family, health or personal circumstances rightly take more space.

Perhaps the goal is not balance at all.

Perhaps the better question is whether, amid all the movement, you are still inside your own life.

Can you still notice the person sitting across from you?

Can you laugh without checking the time?

Can you experience a quiet hour without feeling compelled to fill it?

Can you pursue success without allowing success to consume every other definition of who you are?

There is an old tendency in human beings to wait for dramatic evidence before making sensible changes.

We wait for the warning light.

The diagnosis.

The resignation.

The argument.

The sleepless night.

The moment when the body finally refuses what the mind has been demanding.

Perhaps wisdom is simply the ability to notice sooner.

Burnout does not always announce itself by making you incapable of working.

Sometimes it lets you keep performing. It lets you attend the meeting, make the presentation, receive the praise and hit the target.

It simply begins taking payment somewhere else.

Author(s)

  • C-Suite Executive, Board Director, Author

    Stralent Consulting

    Majid Kazmi is an author, management consultant, strategist, and the Founder & CEO of Stralent Consulting. With more than two decades of leadership experience across North America, the Middle East, and South Asia, he advises organizations on strategy, digital transformation, customer experience, growth, innovation, and operating-model transformation. He is the author of The First Dancer and has contributed to publications including Thrive Global and The Huffington Post. He has served on the boards of organizations across the public, nonprofit, and corporate sectors. and has been a member of the Harvard Business Review Advisory Council. His writing explores leadership, personal growth, continuous learning, career reinvention, human performance, and the changing nature of work.