The Burnout Generation

In recent years, the term "burnout" has shifted from a buzzword to a public health concern, reflecting a widespread and growing issue in today’s workforce. The World Health Organization (WHO) officially recognised burnout as an "occupational phenomenon" in 2019, defining it as a syndrome resulting from chronic workplace stress that has not been successfully managed. According to the WHO, burnout is characterised by three dimensions: feelings of energy depletion or exhaustion, increased mental distance from one’s job (or feelings of cynicism and negativity), and reduced professional efficacy.

Burnout is not merely about feeling tired or overworked—it is a condition that profoundly impacts a person’s emotional, mental, and physical well-being. It is also deeply tied to how work is structured in modern society, particularly in demanding industries like law, finance, and professional services. This article delves into the underlying causes of burnout, particularly in these high-pressure fields, and considers the broader cultural and structural forces driving the rise of what has been dubbed the “burnout generation.”

The Rise of the Burnout Generation

The term "burnout generation" is often applied to Millennials, who, more than previous generations, seem to experience burnout at alarming rates. Millennials entered the workforce during or after the 2008 financial crisis, into an economy that demanded relentless hustle, competition, and constant adaptability. This generation has witnessed—and felt—intense job instability, a rapidly shifting technological landscape, and the gradual erosion of traditional work-life boundaries.

One of the key factors contributing to burnout is the continued rise of "always-on" work culture, amplified by the prevalence of digital technology. The expectation that employees will respond to emails at all hours of the day, attend meetings outside of working hours, or engage in work-related tasks on weekends, has blurred the lines between professional and personal time. This erosion of boundaries is especially pronounced in industries like law and finance, where billable hours and client responsiveness are paramount. But the culture is not limited to those fields. Workers across sectors often feel pressured to stay connected, even when not officially on the clock.

 

Key Factors Driving Burnout in High-Pressure Industries

1.     The Billable Hour and high work intensity

In industries like law and consulting, the billable hour remains one of the most significant drivers of burnout. In these sectors, employees are expected to work not just long hours but intensely focused ones, where every minute can be accounted for. The pressure to meet billing targets and client demands often leads to overwork and chronic levels of stress, resulting in a high risk of burnout. A 2021 study by the mental health charity LawCare, found that the average legal professional was at high risk of burnout based on responses to the Oldenburg Burnout Inventory, which was included as part of the survey, with many citing billable hour pressures, work intensity and a lack of support as significant drivers. LawCare has recently published its latest findings, and while there has been an improvement in the average burnout score, the overall risk remains stubbornly high.

Similarly, professional services—such as finance and consulting—are notorious for their high-intensity work environments, with employees often juggling multiple projects and deadlines simultaneously. The constant need to outperform and deliver can lead to unhealthy work habits, such as skipping breaks, working through weekends, or people sacrificing their personal lives for the job. A stark reminder of the consequences of prioritising work over everything else, was the tragic death of law firm partner, Vanessa Ford, in September 2023. She had recently completed on a deal where she had been working 18-hour days, at the expense of time with her family and her own mental health, and it cost her her life, and her two sons their mother.

 

2.     Perfectionism and High-Stakes Environments

Perfectionism is another driver of burnout, particularly in industries where mistakes are costly—both in terms of financial implications and reputation. In legal work, for example, attention to detail and error-free performance are paramount, as a single misstep can lead to potentially costly outcomes for clients. While this level of scrutiny and care is necessary, it often fosters a culture of perfectionism that can be detrimental to mental health. Employees may feel that no amount of effort is ever enough, perpetuating a cycle of stress, anxiety, and eventual burnout.

Professional services, especially finance and management consulting, are also characterised by high-stakes environments. These sectors frequently involve handling large sums of money, high-profile deals, or critical client strategies, and any errors can lead to significant repercussions. The need to constantly maintain peak performance in these environments leads to chronic stress, where employees find it increasingly difficult to switch off from work. Ironically, the pressures they face, including the implicit, and often explicit, expectations of working 12+ hour days makes them far more likely to make mistakes, and for their performance, and ultimately their mental and physical health, to suffer.

3.     The Pressure of Client Expectations

Client service industries are inherently demanding, as the need to meet or exceed client expectations can drive intense pressure. In law firms, finance, and consulting, clients expect timely, high-quality work, often on accelerated timelines. This urgency often results in extended workdays and a culture where employees feel unable to decline extra work or push back on unrealistic deadlines. This client-driven pressure is exacerbated by the expectation that professionals be constantly available, reinforcing the culture of long hours and blurred boundaries between work and personal time. Initiatives such as the Mindful Business Charter have sought to help nurture an environment where advisors and their clients agree to more mindful targets, with a greater respect of people’s rest periods, but the reality is that there is a long way to go until such initiatives result in any meaningful change in culture.

 

4.     The Role of Technology and Remote Work

Technology, while providing flexibility and efficiency, has become a double-edged sword in the fight against burnout. The rise of remote work, particularly after the COVID-19 pandemic, has created new challenges. Many employees report working longer hours from home than they did in the office, with the lack of physical separation between work and personal life making it difficult to "unplug." In a remote environment, the absence of clear boundaries and the omnipresence of digital communication tools like Slack, email, and Zoom mean that work can—and often does—intrude significantly on personal time.

Furthermore, the expectation of being "reachable" at all times has created a culture where workers feel guilty for not responding immediately, contributing to an "always-on" mentality that fosters stress and exhaustion. The increase in work-from-home setups has also removed the natural breaks that office life provides, such as commuting or water cooler conversations, leaving employees feeling more isolated and overburdened.

5. Insufficient incentives to effectively manage and support others

A key finding from LawCare's latest research identified that those who are tasked with supporting and managing others are often expected to do so, in addition to their day-to-day roles without any let-up in overall financial targets, and often without adequate, regular, leadership training. This inevitably means that managers are not supported (nor indeed encouraged) to support others effectively, and those that do take the time are inadvertently penalised for doing so, negatively impacting their financial remuneration (for missing billable hours' targets) or their health (because they stretch themselves too thin), or both.

Of course, the repercussions are felt even more acutely by team members who report not being sufficiently supported, which increases stress and the risk of burnout. According to the CIPD's Health and Wellbeing Report 2023, supportive managers are consistently associated with better mental health outcomes in employees.

Cultural and Societal Drivers of Burnout

While the structural aspects of work, such as billable hours and client expectations, are critical in understanding burnout, there are also larger societal and cultural forces at play. One of the most significant is the glorification of busyness and the "hustle culture." In many industries, long hours and constant work are seen as markers of success. Employees who are always "on" are often rewarded, creating a culture where overwork is normalised and even celebrated.

A case in point, is the recent announcement from JP Morgan that they will be limiting weekly hours to 80, unless bankers are working on a live deal (arguably are gaping exception). This change is in response to concerns about the demanding work culture in investment banking, including the death of Leo Lukenas, a 35-year-old former Green Beret and associate at Bank of America who died of an "acute coronary artery thrombus” on 2 May 2024, after reportedly clocking up 100-hour weeks. Even with the new limit, someone working 80 hours would still be working six days a week from 8:30 AM to 10 PM, or 11 hours a day for seven days.

The "hustle" mentality, particularly pervasive in startup culture, has seeped into broader professional environments. This societal pressure exacerbates feelings of inadequacy and the constant need to do more, further fuelling burnout.

 

The Impact on Mental Health and Productivity

The consequences of burnout extend far beyond just fatigue or dissatisfaction with work. Studies have shown that in addition to burnout, prolonged exposure to chronic stress can lead to severe mental health issues, including depression and anxiety. Additionally, burnout has a profound impact on workplace productivity. Workers experiencing burnout are more likely to disengage, become less creative, and make mistakes—all of which can negatively affect a company’s bottom line.

In high-pressure industries like law, finance, and consulting, this creates a vicious cycle: burnout leads to decreased productivity, which in turn increases pressure on workers to perform, exacerbating the problem. Companies in these sectors are beginning to recognise the toll burnout takes, with some introducing mental health initiatives, wellbeing programs, and efforts to reduce workload demands. However, without addressing the root causes—such as unrealistic client expectations, billable hour targets, and a culture of overwork—these efforts are often mere band-aid solutions.

Moving Forward: Rethinking Work

Addressing burnout requires a fundamental shift in how we think about work. It calls for a re-evaluation of cultural attitudes that equate long hours with success and the implementation of policies that promote work-life balance. Employers must take proactive steps to manage workloads, encourage regular breaks, and foster an environment where employees feel supported and valued without the pressure to constantly overdeliver.

I have the privilege and the significant responsibility of working with senior leaders on a 1-2-1 basis who are burnt out. Often, they will share with me that while they are exceeding everyone else’s expectations at work on conventional metrics, their internal world is crumbling and the cost of maintaining their performance at such a high standard is taking an ever-heavier toll on their mental and physical health. For many, they are at the brink of quitting, not just their job, but the entire career that they have spent decades working so hard towards. We desperately need to rethink work, so that it actually works.

Burnout is not inevitable, but it is a symptom of deeper structural problems in the way modern work is organised and the behaviours which tend to be revered and rewarded, despite their unsustainable nature. By understanding the causes and taking steps to address them, industries can begin to create healthier, more sustainable work environments for the burnout generation and beyond, environments which are not only good for the people that work there but also for an organisation’s bottom line.