In this post, I look across the globe to understand burnout plus, challenge some normative thinking. If you have seen my blogs I have been talking about burnout and giving you a lot of information. (Click here for Burnout Blog + Blog Page)
In line with my consulting framework, my blog is undergoing a transformation. I’m introducing an innovation to my blogging style by alternating between various content formats. These include:
· Asking questions: Encouraging reader engagement and fostering discussions.
· Sharing next day takeaways: Providing insights and reflections on recent experiences.
· Squirrel moments: Capturing fleeting and interesting observations.
· Research: Sharing in-depth research findings and insights.
· Emojis: Adding a touch of humor and visual appeal (though I promise to use them less frequently).
· Organizational insights: Offering practical tips and strategies for effective organizations.
· Executive strategies for sustainable change: Providing actionable advice for business leaders seeking long-term success.
· Personal experiences: Sharing my own journey and lessons learned.
Rest assured, you won’t find all of these content formats in each blog post.
So let’s kick things off with two questions; my next blog post will have the answers.
1. What if burnout is a portal to new intelligence?
2. What if burnout isn’t your employees’ weakness, but your organization’s intelligence system trying to get your attention?
What I know: Burnout is not a failure of individual resilience; it is a signal of chronic structural misalignment. Many of the countries around the world have enhanced their business structures and overall culture to mitigate burnout, while the Unites States is trying but has not figured it out yet. Even despite rising awareness, most organizational responses still misdiagnose burnout as a mindset or motivation issue. This continues to harm workers, especially those in caregiving, equity, and high-performance roles.
Here is an example of what I have been hearing: Leaders are burned out, teams are disengaged, performance is shaky and what should we give them as a solution?
· HR usually suggests: A meditation app and a Friday off?
Let’s call it what it is: Misdiagnosis. I hope one day we can all stop pretending this is a mindset issue. Trust me, it’s not, it is design issue.
I have recently asked myself:
· How can I show that burnout isn't the end, but a signal that change is needed?
· How do I promote strategies that help systems thrive, not just survive?
· What can U.S. organizations and executives learn from global best practices?
We cannot treat a physiological crisis with performative fixes because, burnout lives in our nervous systems, our calendars, and our leadership models. Until we address its root causes (e.g., dysregulation, disconnection, and design failure) we will not be able build organizational cultures that sustain human beings.
3. Are we building organizations people survive in—or thrive in?
Right now, too many systems reward depletion and call it excellence.
Too many leaders say 'we care about wellbeing' while building structures that ignore it. I am here to change that, the Leadership Archway™ consulting philosophy incorporates capacity-aware, trauma-informed, cycle-conscious change:
· Redesign roles to match energy and capacity
· Build psychological safety into norms and meetings
· Normalize nervous system language in leadership
· Treat regulation as a team skill—not an individual burden
📊 What the Research Shows
- Burnout is driven by six mismatches—workload, control, reward, community, fairness, and values alignment (Maslach & Leiter, 2016).
- The top causes of burnout include unfair treatment, unmanageable workload, lack of clarity, poor communication, and lack of support (Gallup, 2022).
- Executives report burnout due to lack of psychological safety, toxic pressure, and chronic role misfit (McKinsey, 2023).
- Burnout links directly to poor organizational design—not individual weakness (APA, 2022).
Every study says the same thing: People aren’t the cause of the break down, the system is.
In this section, I share global statistics on effective organizational and cultural systems, share my personal observations, and discuss the lessons I’ve learned that shape my life and consulting approach. So, if you aren’t in the mood or don’t have time to “talk story” (IYKYK) 🌺 I invite you to jump to the next section. That being said, this is an enjoyable aspect of the overall narrative that explains why I founded Leadership Archway.
Here are two findings on work-life balance that prompt me to consider how global practices can inform Leadership Archway’s approach to helping organizations and executives thrive. (Experiences will be shared with country flags.)
1. The United States ranks near the bottom of all OECD (Organization for Economic Co-operation and Development) countries in work-life balance. Americans work approximately 1,811 hours per year: That 45 weeks of full-time work (40 hour per week) + 7 weeks of PTO/Sick time. Statistically significantly more weeks per year than their counterparts in Germany (~1,340) (33.5 weeks full-time) or the 🇳🇱 Netherlands (~1,440) (36 weeks full-time). In addition to working more, the U.S. has a lower life expectancy (~77.5 years) compared to 🇪🇸 Spain (~83) or Italy (~84). From my perspective, we are overworking our people into early graves without a measurable economic return.
2. The U.S. ranks 55th among 60 GDP-peer countries on the Global Life-Work Index, from Remote.com. The U.S. ranking near the bottom (55/60) reflects a deep misalignment between workplace systems and human sustainability. When I think about the why, two things come up. Normalized long work hours, that stem from the “hustle culture”. Second, the undervalue placed on rest and recovery (cough, cough…burnout!?!). Then I look at the rankings from countries with stronger work-life integration—such as New Zealand (1st), Belgium (3rd), 🇳🇴Norway (5th) and Finland (10th)—not only report higher happiness and longevity but also perform better in terms of sustainable productivity.
How can we, as a collective of executives and organizations, leverage existing systems or components that are already functional? Not all systems will be suitable for every organization, and that’s perfectly acceptable. I have adopted a “biohacker” mindset in consulting and examine global best practices that have the possibility to enhance the current working culture in the United States.
· 🐿️Squirrel Moment: As a new biohacker, I’ve come to accept the fact that every great diet or workout may not work equally well for everyone. Just as organizations have unique health needs, individuals also have their own customized requirements. Therefore, when I analyze interventions and strategies for organizations and executives, I’ve always recognized that there will never be a one-size-fits-all solution. Coming into the field of biohacking, I’m fortunate that pioneers like Dave Aspery and Aggie Lal have created “manuals” of sorts that have helped me become the healthiest version of myself. These resources have literally transformed my life! For instance, I recently received a blood test, and my biological age is 3.7 years younger than my actual age. Despite this remarkable achievement, I still have many improvements I aspire to make.
I'm recounting my first trip to Europe, which showed me alternative ways of living and working. Before the iPhone, I studied in Spain, where I was initially surprised and confused by cultural differences. As I contemplate my future, I find myself drawn to a global lifestyle rather than eventually retiring in the US. My experiences living in diverse cultures have instilled in me a profound appreciation for the importance of maintaining a harmonious work-life balance. I’m grateful for an international network of friends who've become like family. These experiences during my first trip to europe highlight a gap in consulting: the need for systems that foster recovery, psychological safety, and reduce burnout.
🇪🇸 In 2005, I studied abroad in Granada, Spain. I remember my first siesta, the streets quieted, shops closed, and something in me said WTF. If you know the song, then I hope it stays in your head all day/all night. Why can’t I roam the streets and buy coffee or a beer now? I initially thought it was laziness but later realized it was not. The siesta was created with a specific philosophy and design in mind. Siestas were a way for people to avoid labor-intensive tasks during the most physically demanding hours for outdoor or agricultural work. In much of Spain, especially the south (like in all of Andalucía and where I was studying, Granada), temperatures can soar past 100°F (38°C) mid-day. Trust me, it gets hot in the south. Unlike the Anglo-American model of having lunch at your desk, the siesta reflects a cultural value of rest, family, and presence. Long lunches and communal meals were (and still are) prioritized over speed or individual output. In addition, families would gather in the evenings, which would often extend into the night over laughter and wine. There was no shame in slowness, and there was no reward for overwork. From my time in Spain, I learned that the siesta wasn’t designed for laziness, the opposite, it was designed for regulation and recovery. Spain didn’t build systems that burned people out in service of productivity. Instead, they built systems that aligned with heat, health, and humanity.
🇳🇱 While studying abroad, I met friends around the world. One of my friends needed to go out of town and have me take care of the cat. The ask: house sit for a little over 2 weeks in Amsterdam, sold! I got the opportunity to live like a local. Bonus: I got an upgrade from a bike to a small motorbike, and the apartment was above a convenient store, so this college student had food. First observation, I had to have the keys to the shop, and if I needed anything, I would just leave a note and cash on the counter for the clerk in the morning. I was in a college student dream, and yet, it still all felt surreal but more over weird. In my head, I kept thinking, “You let someone have keys to your store? Why would anyone ever let anyone do that? That seems so stupid.” Yet it worked, not because he had spreadsheets to count every item but because there was trust. Trust, a common theme that I witnessed during my time in the Netherlands (I didn’t just stay in Amsterdam). In addition, everyone I met worked less than any of my friends in the United States. When I asked how and why, their answers demonstrated that they did not work less because they lacked ambition but because they had boundaries. More importantly, they got more than 2 weeks in vacation, which is more than I can say for us in the States. Quick fact, 75% of Dutch women choose part-time, and no one questions their commitment. I am not going to say it is trust, but what I will say is that there is a trust in the norms that set the foundation for this country’s work system. What I learned: trust is critical for sustainable cultures and systems to function at optimal levels and maintain balance.
🇳🇴 I spent two weeks with a friend’s family that I studied alongside in Spain. One thing that struck me and almost made me feel uneasy was the frequency with which people went outside. It seemed unusual to me how much time they spent outdoors. In the US, academic and organizational systems often demand constant presence and availability, leaving little room for outdoor activities or relaxation. In contrast, playing sports, being in nature, and not having to be in an office all day seemed like a luxury to me at that time.
· 🐿️ Squirrel Moment: I quit the golf team sophomore year in college because I did not have time to run a research lab, go to school, and work.
Currently, I can now understand how Norway’s cultural rhythms seamlessly integrate public policy and urban design to facilitate effortless access to nature. In contrast, the United States often portrays rest, particularly outdoor time, as nonessential or optional. During this trip, I discovered a life-changing philosophy: ‘friluftsliv’ (free-air life) is a birthright. This cultural philosophy embraces spontaneous, mindful outdoor time, regardless of weather or activity level. Even when it rained heavily, people were still outside. I felt like the odd one out, trying to find cover or heavily relying on an umbrella. Another interesting observation was that the streets would fill up with people every day at 4pm. Imagine taking the train to work at 8 am and leaving to go home by 4 pm. What I saw was my friend’s dad having breakfast with his family, and then he would be home before 5pm. So, I asked my friend and others if this was normal. Why did I ask? Because that wasn’t the time my dad left for work (4 am), and he certainly wasn’t leaving before 5 pm. Their response was that citizens often left work at 4 pm, overtime was discouraged, and parents of young children were guaranteed reduced hours without penalty.
· Vacation minimum: 25 days
· Parental leave: 49+ weeks
· Burnout is addressed through collective responsibility, not individual grit
Nature wasn’t something they escaped to; it was built in. More importantly, burnout was taken seriously and shared as a collective concern. I am challenging myself: How do I create systems that are built for sustainable growth by incorporating collective care and have nature as an integral part, instead of optional part.
🌱 So, why do I write about burnout? The reason, because not a lot of people want to talk about why it is happening. They say it is about fragile people: What is burnout really, frail systems that can’t take feedback. What I learned; rest can be advantage, trust is critical, and nature should not be optional.
Across continents and cultures, one truth continues to rise: The United States is not the like rest of the world. We treat the humanity like a machine, not a mammal or an actual human being. It doesn’t have to be this way if we are willing to follow a different rhythm and are open to leveraging innovate wisdom. I know that their needs to be a shift in our thought process and one my goals is to help organizations and executives shift from “the grind and grave” to “greater balance and reward”.
4. Do your car brakes help you go faster or slower? (Answer in my next blog post)
Burnout shows up as anxiety, sleep disruption, emotional numbness, and chronic depletion. It’s a full-system overload and your body doesn’t care how good your PTO policy looks on paper. I have sat in the meetings where burnout was 'acknowledged'—right before more work was assigned. I’ve watched HR panels applaud stress management while someone cried in the bathroom and skipped lunch for the third week in a row. Those 2 sentences should scare you, especially when the person does not think anything is wrong. Those are two examples from a time in my career when I valued over-performance and minimized balance in my life.
What I know: you can’t coach resilience into people who are structurally unsupported.
In addition, you can’t run another performance review while your team’s nervous systems are in collapse. If executives and organizations care about retention, innovation, and trust they need to start designing workplaces that support the whole human body, not just the human machine deploying the brand. If you’re at the top of the org chart? This isn’t just a company problem, it’s a part of your legacy. True burnout prevention isn’t about managing stress after it shows up. It’s about redesigning the systems that cause it in the first place.
❌ You can’t solve burnout with yoga classes and Headspace subscriptions.
❌ You can’t host resilience workshops while rewarding overwork.
❌ You can’t check in on mental health if every metric demands urgency.
Let’s be clear: Burnout isn’t solved in workshops, it’s solved through re-infusing sustainable culture and intentional organizational design.
I want to repeat myself, too many systems reward depletion and call it excellence. Too many leaders say 'we care about wellbeing' while building structures that ignore it. I want you to know it does not have to be that way, and I am here to help. The Leadership Archway™ consulting philosophy incorporates capacity-aware, trauma-informed, cycle-conscious change:
· Redesign roles to match energy and capacity
· Build psychological safety into norms and meetings
· Normalize nervous system language in leadership
· Treat regulation as a team skill—not an individual burden
📚 References
· American Psychological Association (2022). Work and Well-being Survey.
· Financial Times. (2024, April 30). Europeans have more time, Americans more money. Which is better? Financial Times. https://www.ft.com/content/4e319ddd-cfbd-447a-b872-3fb66856bb65
· Gallup (2022). Employee Burnout: Causes and Cures.
· Maslach, C., & Leiter, M. P. (2016). Understanding the burnout experience.
· McKinsey Health Institute (2023). Burnout and Systemic Design Failure in the Workforce.
· Nagoski, E. & Nagoski, A. (2019). Burnout: The Secret to Unlocking the Stress Cycle.
· Newsweek. (2025, April). 20 Best Countries For Work‑Life Balance—And U.S. Isn’t On It. Newsweek. https://www.newsweek.com/20-best-countries-work-life-balace-2096102
· Remote. (2025). 2025 Global Life‑Work Balance Index. Remote.com. https://remote.com/resources/research/global-life-work-balance-index
· Wikipedia contributors. (2025, July 30). List of countries by average annual labor hours. Wikipedia. https://en.wikipedia.org/wiki/List_of_countries_by_average_annual_labor_hours
· Wikipedia contributors. (2025, July 30). List of countries by life expectancy. Wikipedia. https://en.wikipedia.org/wiki/List_of_countries_by_life_expectancy
· World Health Organization (2019). Burnout: An Occupational Phenomenon.