‘Burnout whispers before it shouts’

With the year coming to end, many employees might feel the early signs of burnout.

Burnout does not always begin with a breakdown, but with an employee who insists they are fine despite constant exhaustion, says Mia Muuaza, a learning and wellness coordinator at SanlamAllianz.

Muuaza says an employee who never takes leave or a high performer who continues working long after their energy has run out is a candidate for workplace burnout.

She says these quiet signs of exhaustion are often overlooked in workplaces where being busy has become the norm, while prioritising well-being remains a challenge.

“Burnout often whispers before it shouts. Burnout rarely starts with a dramatic breakdown. More often, it starts quietly. It shows up in the employee who is always fine, the colleague who never takes leave, or the high performer who keeps pushing through exhaustion,” she says.

She says in many workplaces, being busy has become normal, while being well has not.

Early warning signs include persistent tiredness even after resting, difficulty concentrating, irritability, declining enthusiasm for work and feeling as though one is constantly running on empty.

Muuaza warns that ignoring early signs of exhaustion risks reaching a point where their health, motivation and productivity begin to suffer.

“Many employees ignore these signs because they believe they simply need to push harder, when in fact the body is asking for recovery, believing they simply need to work harder, when their bodies may instead be signalling the need for rest and recovery,” she says.

Muuaza says burnout should not be viewed as a personal weakness, as it is often linked to workplace conditions such as excessive workloads, competing demands, unclear expectations and difficulties maintaining a healthy work-life balance.

These pressures, she says, can be compounded by poor sleep, low energy levels and existing health concerns, increasing the risk of prolonged exhaustion.

Beyond its impact on individual employees, burnout can affect organisations through reduced productivity, absenteeism and disengagement, while also undermining employees’ physical health and mental well-being.

Muuaza urges employees experiencing early signs of burnout to establish healthy boundaries, take leave when necessary, maintain healthy routines and seek support before their challenges become overwhelming.

“Recovery is often more successful when employees feel supported by their line managers. Taking time off to rest and recover should not be viewed as falling behind but rather as an investment in long-term well-being and performance,” she says.

She says when managers encourage employees to use their leave, check in regularly and create an environment where well-being conversations are welcomed, employees are more likely to recover effectively and return to work feeling re-energised.

She adds that employers have a responsibility to monitor workloads, equip managers to recognise signs of distress and provide meaningful support before employees reach a crisis point.

Muuaza notes that SanlamAllianz Namibia has employee wellness initiatives including health screenings, cancer awareness campaigns, blood donation drives, flu vaccinations and vision screenings, alongside programmes intended to encourage conversations about mental health.

The company also provides an Employee Assistance programme offering confidential psychosocial support, wellness coaching, virtual clinical and wellness guidance, as well as financial well-being resources.

According to her, smaller businesses can also make a difference without substantial financial investment by checking in with employees, recognising their efforts, encouraging leave and creating opportunities for staff to recharge.

The company’s Vitamin B to Recharge campaign reinforces the importance of replenishing energy and maintaining physical well-being.

“Burnout should never be treated as a personal failure. It is a signal that something needs attention, whether that be workload, lifestyle habits, support systems or recovery time,” she says.

She adds that healthier workplaces are those where well-being is prioritised, support is accessible and recovery is encouraged, rather than environments where employees are expected to push through exhaustion.

Burn-out is included in the 11th Revision of the International Classification of Diseases (ICD-11) as an occupational phenomenon. It is not classified as a medical condition.
It is characterised by
three dimensions:
Feelings of energy depletion or exhaustion.
Increased mental distance from one’s job, or feelings of negativism or cynicism related to one’s job.
Reduced professional efficacy.
Burn-out refers specifically to phenomena in the occupational context and should not be applied to describe experiences in other areas of life.”
Burn-out was also included in ICD-10, in the same category as in ICD-11, but the definition is now more detailed.
The World Health Organisation is about to embark on the development of evidence-based guidelines on mental well-being in the workplace.

– Source: World Health
Organisation