
Burnout is an epidemic and it’s much more than individual exhaustion—it’s often a symptom of a toxic workplace and is exacerbated by leaders who prioritize output over well-being. For employees from marginalized backgrounds, this issue is compounded by microaggressions, systemic inequities, and the constant need to prove their worth. Addressing burnout requires more than surface-level solutions—it demands a cultural shift.
Burnout impacts everyone and regardless of how people identify, each of us has intersecting identities. The parent who is leading an important team project, only to receive a call that their child is very ill - can experience burnout just as much as the person who is commuting two hours each way for a high-demand job to support themselves. Often, burnout is not based on a singular event or circumstance, but rather a combination of personal and professional experiences/demands that weigh on us.
While burnout affects all employees, marginalized groups often face unique stressors, including:
Emotional Tax: The burden of navigating microaggressions or being the “only” in a room. Being questioned about your authority/expertise, assumed to be the ‘diversity’ hire, and navigating harmful stereotypes takes a significant toll. Panic attacks, physical aliments, depression, and hypervigilance are realities for many people navigating these truths.
Inequitable Workloads: Employees from marginalized groups are often tasked with extra labor, such as mentoring younger employees of color or leading DEI efforts, without proper compensation. This unpaid labor is often seen by leaders as a ‘benefit’ and is usually nothing more than a PR stunt. Additionally, for some employees who speak up, they may be accused of ‘not being a team player’ and may be exited from the organization.
Lack of Psychologically Honoring Spaces: Environments where employees fear retaliation for expressing vulnerability or challenging inequities are rampant. Organizations often point to their written policies when challenged about the experiences employees of diverse backgrounds have, however, there is a difference between written policies and established practices.
Creating a Culture of Belonging
To combat burnout and foster belonging, organizations must shift from reactive measures (e.g., wellness apps and 2 mental health days) to proactive cultural change.
Prioritize Psychologically Honoring Spaces: Ensure that employees have clearly defined and communicated pathways for voicing concerns - internally and externally. While in the US, many laws govern workplaces, the Equal Employment Opportunity Commission shares that “retaliation is the most frequently alleged basis of discrimination in the federal sector and the most common discrimination finding in federal sector cases.” If this is the case, it’s plausible that speaking up about workplace issues without fear of punishment isn’t something that many people experience.
Acknowledge and Adjust Workloads: Regularly evaluate workloads to ensure that employees are not being overburdened or unfairly tasked based on their identity. Oh and while we're on the subject - asking your employee who has an apparent disability to be in marketing materials and speak at events to promote ‘diversity’ is unacceptable, insincere, and exploitive.
Encourage Rest and Recovery: Normalize taking breaks, using PTO, and setting boundaries. Leaders should model these behaviors to signal that they are valued.
Accept Boundaries: No means No. Many organizations would benefit from clearly defining emergencies and the protocols for such. The truth is, while we often misuse the term emergency, many organizations who demand instant and offline access to employees, are not actually in true emergency sectors (first responders, healthcare, energy etc). Even if they are - people are scheduled for various shifts and to the best of their ability, coverage should be worked out in advance.
Invest in Equity-Focused Training: Provide training for managers and staff on how to identify and address burnout, especially for employees who may be impacted by systemic inequities.
Celebrate Authenticity: Foster a culture where employees can show up as themselves, rather than feeling pressure to conform to a rigid or exclusionary workplace norm or always anticipating having to navigate stereotypes and inappropriate statements or 'jokes' about their identities to be accepted. While I don't personally believe that most people can show up 'fully as themselves' in the workplace, I do believe that generally, we can cultivate spaces that are welcoming and inclusive of who and what people allow us to experience about themselves.
When organizations create cultures of belonging, they don’t just prevent burnout—they empower employees to bring their best, most authentic selves to work and this drives innovation and growth.
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