Jacinda Ardern is the latest high-profile figure to resign from her position due to burnout. Is her decision sufficient to shift the needle on workplace mental health?
Jacinda Ardern, the Prime Minister of New Zealand, announced her resignation last week. The 42-year-old, whose more-than-five-year tenure was marked by her handling of the aftermath of the country’s worst mass shooting, a deadly volcanic eruption, and the Covid-19 pandemic, announced on January 19 that she no longer had enough “in the tank” to do her job justice.
“Politicians are fallible. “We give everything we have for as long as we can, and then it’s time,” she explained. “And it’s time for me.”
Though Ardern, who gave birth while in office, did not explicitly mention burnout as a factor in her decision to leave politics, Her resignation speech was widely interpreted as a reference to it by the public and media.
Many have praised her for being one of the first high-profile political leaders to admit to the toll of overwork that comes with the responsibility of running a country, which is especially noteworthy given her reputation for remaining unflappable in the face of New Zealand’s turbulent history. Some have suggested that Ardern’s candour on the subject represents a watershed moment, a collective re-defining of burnout as a serious – even potentially life-threatening – syndrome, rather than a personality trait of gritless millennials or a lifestyle choice of overachievers.
Many people now hope that her words, in particular, will be a significant step toward normalising discussions about mental health and work: a sign that discussions about burnout can be held without fear of stigma, allowing employers to establish mechanisms to support employees before it’s too late. However, not everyone is upbeat, particularly women.
‘Occupational phenomenon’
Burnout is defined broadly as physical and emotional exhaustion combined with decreased motivation and performance at work. It “results from performing at a high level until stress and tension, especially from extreme and prolonged physical or mental exertion or an overburdening workload, take their toll,” according to the American Psychological Association (APA). The World Health Organization (WHO) classified burnout as a “occupational phenomenon” in its International Classification of Diseases in 2019. (while also maintaining it is not a medical condition).
Burnout has traditionally been associated with executives in industries such as law, consulting, and finance, where a culture of presenteeism has long prevailed, often resulting in extraordinarily long hours and overwork. However, it is increasingly affecting various generational cohorts, particularly young people. Burnout is defined broadly as physical and emotional exhaustion combined with decreased motivation and performance at work. It “results from performing at a high level until stress and tension, especially from extreme and prolonged physical or mental exertion or an overburdening workload, take their toll,” according to the American Psychological Association (APA). The World Health Organization (WHO) classified burnout as a “occupational phenomenon” in its International Classification of Diseases in 2019. (while also maintaining it is not a medical condition).
Burnout has traditionally been associated with executives in industries such as law, consulting, and finance, where a culture of presenteeism has long prevailed, often resulting in extraordinarily long hours and overwork. However, it is increasingly affecting various generational cohorts, particularly young people.
Burnout is prevalent and widely covered, but it’s often talked about abstractly as a collection of signs and symptoms. Having someone like Ardern connected to the topic makes it more real and relatable for people – Iona Holloway
Author and time-management coach Elizabeth Grace Saunders writes in Harvard Business Review that burnout is generally caused by factors such as an excessive workload, a perceived lack of control, and a sense that the time and effort put into a job are not commensurate with the rewards offered.
Burnout is not a gendered condition; it can affect anyone. Indeed, during the pandemic, reports of burnout increased, with one global survey of more than 7,000 employees conducted in late 2020 revealing that up to 90% of respondents had experienced some form of burnout. Nonetheless, despite its pervasiveness and prevalence, business leaders, managers, and employees have largely failed to address both its causes and consequences in a meaningful manner. Worse, burnout is widely condemned. One study from 2007 found stigma to be one of the most significant barriers to treating mental-health issues; another from 2020 found that perceived stigma may reflect the belief that most people regard burnt out individuals as less competent than those who are not burnt out.
According to CDC data, women are more likely than men to discuss mental health and seek treatment, exposing them to the competence myth. Even when individuals speak up and are taken seriously, the mechanisms and resources to support them are frequently lacking.
Because of the lack of institutional support, workers may find themselves on the verge of quitting their jobs, or simply approaching their superiors for assistance.
‘Someone like you’
Some experts now believe that Ardern’s resignation could be a sign that the conversation is shifting and that leaders are making mental health a strategic priority for their employees.
Several characteristics, according to experts, distinguish Ardern as a potential catalyst for unprecedented change. First, data show that she is highly regarded. Despite her declining popularity in recent months, her leadership was praised for the majority of her term. During her tenure, the term “Jacindamania” emerged, indicating her near-icon status on a global scale.
Arden is also widely regarded as relatable. She made relatability a core tenet of her leadership style, from her lockdown Facebook Live broadcasts – complete with toddler interruption – to her displays of emotion and impulsive gaffes. “It’s rare that a single person’s experience can speak universally to all people and create seismic shifts in perception,” says Iona Holloway, author of Ghost: Why Perfect Women Shrink, who lives in Boston. “Seeing your life experiences mirrored in ‘someone like you’ is incredibly valuable.”
Holloway adds that Ardern’s candour about burnout can be especially moving for women who have witnessed her navigate some extremely difficult years as a young mother on a public stage.
Some of these experts believe that the transparency and honesty has also played an important role in demystifying burnout. “Burnout is common and widely discussed, but it is often discussed abstractly as a collection of signs and symptoms,” explains Holloway. “Having someone connected to the topic like Ardern makes it more real and relatable for people.”
Finally, all of these factors may aid individuals in recognising and admitting their difficulties. They may also serve as a reminder that “leaders openly discussing their own personal experiences can help reshape norms and change cultures,” according to Lorraine Hariton, CEO of workplace consultancy Catalyst.
“I believe her candour and authenticity in communicating her decision to resign shifts the conversation toward normalising being human at work – at any level,” she says. Natasha Velikoselskiy, executive coach, organisational psychologist, and adjunct assistant professor of business at Columbia Business School, echoes this sentiment. She goes on to say that Ardern has modelled self-awareness and confidence throughout her tenure, which are two qualities that business leaders and employees require in order to have a meaningful conversation about mental health and vulnerability in the workplace.