Dr. Gleb Tsipursky – The Office Whisperer
Nirit Cohen – WorkFutures
Angela Howard – Culture Expert
Drew Jones – Design & Innovation
Jonathan Price – CRE & Flex Expert
A few years ago, I sat across from a high-achieving client — a woman who managed a large team at a tech firm. She had the resume, the accolades, and the respect of her colleagues, but her nervous system told a different story. She was exhausted, anxious, and questioning whether she could keep going. Her body was giving her clear signals that she was in a state of burnout.
What struck me most wasn’t her individual struggle, but how preventable it was. She has been carrying the weight of systemic pressures, gendered expectations, and an organizational culture that rewarded self-sacrifice over sustainability.
Her story isn’t unique, and that’s exactly the issue.
Burnout isn’t just personal
Burnout has long been framed as a personal issue, often attributed to poor boundaries or weak resilience. However, research shows that it’s primarily a leadership and workplace culture problem.
In 2019, the World Health Organization (WHO) stated that burnout is the result of chronic workplace stress that has not been effectively managed. That puts the responsibility squarely on organizations, not just individuals.
And since then, unfortunately, burnout has continued to increase. While more people are talking about mental health issues, systems still haven’t been put into place to help workers.
When women in leadership burn out, in particular, it isn’t because they lack grit. It’s because they often navigate double standards, carry disproportionate emotional labor, and operate in cultures that undervalue rest and regulation.
That reality demands a different kind of conversation about burnout, one that places accountability where it belongs.
Why women leaders carry more
The data is clear. A 2023 McKinsey & LeanIn report found that women leaders are more likely than men to experience burnout and more likely to consider leaving their roles.
The reasons behind this are layered. For one, women leaders often carry extra “office housework,” such as mentoring, supporting teams emotionally, or taking on tasks that no one else wants. These responsibilities, while important, rarely come with recognition or compensation.
Add to this the broader pressures of systemic inequities, bias, and the balancing act many women manage between work and caregiving, and the load becomes unsustainable. It’s no wonder so many talented women reach a breaking point.
Tools leaders can use
Burnout prevention starts with nervous system awareness. Our bodies give us early signals (e.g., irritability, sleep disruption, difficulty focusing) that something is off. Leaders can begin by learning to recognize these cues and incorporating regulation practices into daily routines.
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Simple practices like mindful breathing between meetings, taking a walk outside before responding to a stressful email, or setting boundaries around after-hours work aren’t luxuries. They are tools to keep the nervous system balanced and the brain working at its best.
And when leaders model this behavior, they give their teams permission to do the same.
What organizations must change
Preventing burnout for women leaders requires more than individual strategies. Organizations must address the systemic factors that contribute to employee exhaustion, including reevaluating workloads, rethinking the distribution of emotional labor, and ensuring women have equal access to advancement without being penalized for caregiving responsibilities.
Flexible scheduling, equitable recognition of leadership contributions, and policies that normalize recovery time are all part of the solution. Most importantly, companies need leaders who take accountability for workplace stress, rather than outsourcing it to employees to “fix themselves.”
Looking ahead
The future of work depends on sustainable leadership. If we want organizations where women thrive, not just survive, we must stop treating burnout as an individual weakness. It is a leadership issue, and solving it requires collective will.
Since 2022, with the WHO labeling burnout as a syndrome of chronic workplace stress, there has been change, but not enough. Women have increasingly experienced burnout over the years, nearly doubling in 2021.
The reality is that, despite Deloitte reporting a decrease in women experiencing burnout in 2023, they’re finding that while more people in leadership are talking about mental health, women are finding it harder to talk about because real change hasn’t occurred.
However, companies that truly prioritize mental health and work/life balance experience a significantly reduced rate of women employees reporting burnout. By allowing women a flexible work schedule, they’re able to maintain both the household and keep up with work demands. They are also twice as likely to be even more engaged at work because their company offers mental health and personal opportunities to create their own schedule.
When we create a workplace where women can lead with clarity, strength, and longevity, we create a workplace that not only succeeds but also thrives. That’s not just better for women leaders. It’s better for all of us.
