AI Won’t Save Your Workforce: The Burnout Backlash Every Leader Should Be Preparing For

Burnout is no longer a fringe issue—It’s a leadership crisis. In 2025, nearly 40% of leaders have considered stepping down to protect their well-being, while trust in leadership continues to erode across organizations (HR Dive).

Enter Sally Clarke, former finance lawyer turned global burnout expert and co-author of the State of Workplace Burnout report. In this blog, we unpack her latest findings, exposing how always-on cultures, poor digital boundaries, and trust gaps are quietly draining your top performers and what strategic steps leaders must take now to reverse the trend.

Are AI tools helping or harming your team?

Is “flexibility” still a benefit or a broken promise?

What’s the ROI of offsites and can they really fix burnout?

We asked the tough questions. Sally delivered the answers. Here's what every C-suite leader needs to know now.

Understanding the Root Causes of Burnout

Your State of Workplace Burnout 2025 report highlights that burnout is no longer just an individual issue but a systemic challenge. What are the most overlooked organizational factors contributing to burnout in remote and tech teams today?

Burnout, as defined by the World Health Organization in 2019, is a syndrome resulting from chronic workplace stress. It’s measured across three key dimensions: exhaustion, cynicism, and reduced professional efficacy. While most of us are familiar with stress, burnout arises when that stress becomes chronic—meaning it’s normalized and persistent. It’s often low-level but ongoing, leaving the body in a constant state of alert, as if there’s always a threat. Over time, this wears down our physiology.

Importantly, burnout is classified as an occupational phenomenon—it’s specifically tied to the workplace. And according to our study, the primary drivers of burnout are organizational, not individual. One of the biggest contributors is excessive workload: employees simply have too much to do and not enough time to do it.

Another major factor is inefficient or ineffective processes. In many tech companies, for example, we see layers of workflows, communication channels, and responsibilities piling up—many of which weren’t part of the original job description. These "extra" tasks can become overwhelming and significantly impact how people manage their time and energy.

We also found that a lack of belonging and connection plays a major role in burnout—particularly in remote and hybrid environments. Interestingly, our data doesn’t show a dramatic difference in levels of loneliness or belonging across different work settings, which suggests that the issue isn’t necessarily where we work, but how connection is fostered.

Around 27% of people reported experiencing loneliness at work, and many more described feeling disconnected or isolated. This doesn’t mean returning to the office is a one-size-fits-all solution. Rather, it points to the need for a thoughtful, strategic approach from leaders—one that ensures people feel seen, heard, and valued, regardless of whether they’re remote, hybrid, or in-office.

How has the shift to AI-driven work environments impacted employee well-being, and what proactive measures can companies take to prevent AI-related burnout?

It’s still a moving target. Things are evolving so quickly that it’s difficult to isolate AI as the sole cause of increased stress. One misconception is that AI will fix burnout by automating tasks and freeing us up to focus on higher-level work. But what we’re actually seeing is that while companies are adopting generative AI tools, they’re not reducing the overall workload. Employees are simply expected to do more, faster.

Leaders need to be thoughtful when introducing AI. It’s not a plug-and-play solution. I like to compare it to buying a used car—you need to inspect it, understand how it works, and assess whether it truly adds value. Ask: Is this solving a real issue for our team, or is it a band-aid for deeper organizational problems?

Training is essential. Especially in remote environments, where people might hesitate to ask for help, it's critical that employees fully understand what the AI tool does, how to use it, and any legal or confidentiality concerns involved. Empowering your team with that knowledge from the outset is key to avoiding overwhelm and burnout.

One misconception is that AI will fix burnout by automating tasks and freeing us up to focus on higher-level work. But what we’re actually seeing is that while companies are adopting generative AI tools, they’re not reducing the overall workload. Employees are simply expected to do more, faster.

The report mentions the productivity paradox—employees are working more but feeling less engaged. What structural changes can businesses implement to reverse this trend?

We’ve seen, consistently over time, that productivity is closely linked to well-being. The higher a person’s well-being, the higher their reported productivity. It’s a strong correlation.

Right now, many leaders view AI as the key to unlocking productivity. But we encourage them to ask a different question: What supports employee well-being? And by that, I don’t mean yoga classes or meditation apps. I mean creating a workplace where people can do their jobs efficiently, feel engaged, enjoy autonomy, and feel seen, heard, and valued. That’s what truly drives both well-being and productivity.

The Role of Leadership and Workplace Culture

Many companies have scaled back DEI initiatives. How does this affect burnout levels, particularly among underrepresented employees?

It’s a crucial issue. In this year’s study, we looked at burnout through an intersectional lens—examining how it affects ethnic minorities, individuals with disabilities, and members of the LGBTQIA+ community.

The disparities are significant. For example, women from ethnic minority backgrounds report burnout at 58%, compared to 37% of men and 35% of the general population. Women with disabilities report 65% burnout, while LGBTQIA+ women report burnout at 70%, compared to 41% of men in that group.

Burnout isn’t experienced uniformly—it’s shaped by multiple, overlapping identities. Leaders need to recognize that improving the system for everyone requires a systems-level approach, not isolated fixes.

How does workplace trust—or the lack of it—contribute to burnout, and how can companies rebuild it?

Trust is critical, and this year we measured it for the first time. While people tend to trust their direct managers, trust in the overall organization is much lower.

A key finding: 29% of employees don’t believe their organization acts in their best interest. That number is significantly higher among underrepresented groups.

We also saw a striking disparity between individual contributors and executives. Only 41% of contributors trust the organization, compared to 78% of C-suite leaders. It’s a clear signal that proximity to power influences perception.

Burnout exacerbates this. People experiencing burnout show 20% lower trust in their organization and 11% lower trust in their manager.

Rebuilding trust requires consistency. It’s not a switch you can flip—it’s built over time through reliable, empathetic leadership. Leaders must work on themselves, listen actively, follow through on promises, and model consistent, human-centered behavior. This not only builds trust but also strengthens psychological safety and connection within teams.

What alternative leadership models are proving more sustainable than the traditional “do more with less” approach?

At Infinite Potential, we developed the Workplace Sustainability Model—a framework designed to prevent burnout and support both individual and organizational success.

It’s based on five key elements:

1. Protection from Harm – Safeguarding employees from both physical and psychosocial risks.

2. Human Leadership – Equipping leaders with the skills needed to guide a modern, evolving workforce.

3. People-Centered Structures – Streamlining policies and workflows to eliminate bottlenecks and reduce frustration.

4. Team Connection – Fostering meaningful relationships within teams to boost resilience and retention.

5. Personal Growth – Providing opportunities for development and challenge, which are essential for motivation and engagement.

These elements create a workplace where people thrive, and organizations perform sustainably.

These elements create a workplace where people thrive, and organizations perform sustainably.

Workations, Offsites, and Retreats as Burnout Solutions

Your research highlights the importance of environmental shifts in reducing burnout. How do structured workations and company offsites contribute to mental well-being and team cohesion, especially for remote teams?

For remote teams, how you use your in-person time matters. Workations and offsites are powerful tools to build connection—not just socially, but in terms of shared purpose and engagement with the work itself.

Our research shows that a reduction in hours (e.g., four-day workweek) leads to a significant drop in burnout. However, burnout rates between fully remote and office-based workers are fairly similar. What stands out is that mandated office days tend to correlate with higher burnout. The lowest rates are among those with zero or only two required office days per week.

What stands out is that mandated office days tend to correlate with higher burnout. The lowest rates are among those with zero or only two required office days per week.

This suggests that the issue isn’t location—it’s how we create connection. Offsites provide a unique opportunity to do that. They allow people to step out of their routine, build trust, and feel part of something bigger. For remote workers who may feel nervous about in-person events, it’s important to create a welcoming and intentional experience. Done well, offsites offer both a mental reset and a deep sense of belonging.

Done well, offsites offer both a mental reset and a deep sense of belonging.

While retreats and offsites are often seen as perks, can they actually lead to burnout recovery?

What conditions make them truly effective rather than just a temporary morale boost?

I would position offsites more as a tool for preventing burnout rather than a solution for recovering from it. Burnout recovery is complex and personal—I’ve experienced it myself—and an offsite alone isn’t enough to fully support someone through that process.

However, offsites can play a powerful role in making people feel seen, heard, and valued, which are essential to mitigating burnout. They also offer a space to focus on personal growth and wellbeing—helping individuals reconnect with what brings them alive and encouraging self-awareness. These elements are incredibly valuable.

However, offsites can play a powerful role in making people feel seen, heard, and valued, which are essential to mitigating burnout.

Offsites also strengthen social connections, making it more likely for people to reach out for help when they're struggling, rather than staying silent. From both my personal experience and research, those kinds of conversations are often the turning point in burnout recovery.

Offsites also strengthen social connections, making it more likely for people to reach out for help when they're struggling, rather than staying silent.

Many companies hesitate to invest in workations due to cost concerns. What does the research say about the ROI of well-designed retreats in terms of productivity and retention?

To be transparent, our report didn’t collect specific data on retreats. However, through my work leading countless offsites, I’ve seen firsthand their impact. They create a unique environment that supports all five elements of workplace sustainability—especially leadership development.

Doing that work in-person, away from the usual routine, makes a huge difference. There’s a level of depth and connection you can’t replicate in a webinar. These gatherings help build trust—a deeply personal and relational concept—and loyalty, by strengthening human connection.

Personal growth also plays a role. Learning together as a team, especially in areas like self-leadership or emotional intelligence, doesn’t just benefit the individual—it deepens team cohesion. Leaders should see these experiences as strategic investments with tangible returns in wellbeing, productivity, and retention.

Through my work leading countless offsites, I’ve seen firsthand their impact. They create a unique environment that supports all five elements of workplace sustainability—especially leadership development.

Technology, AI, and Burnout

AI tools are often pitched as solutions for reducing workload. Are they actually helping, or are they just shifting burnout from one type of work to another?

This is a big topic. While some headlines claim AI is a silver bullet for burnout, that’s simply not true. Burnout is complex and influenced by multiple factors across individuals and organizations. There’s no quick fix.

Many AI tools are being adopted in ways that resemble putting a band-aid on a deeper wound. Leaders who rush to implement AI without a clear strategy risk worsening the problem. Poorly integrated tools can add confusion, increase pressure, and ultimately lead to more burnout.

What’s needed is a thoughtful approach—taking time to involve employees in the process, setting realistic expectations, and co-creating a strategy that ensures buy-in. AI is transformative and full of potential, but it must be implemented with care, patience, and transparency.

Leaders who rush to implement AI without a clear strategy risk worsening the problem. Poorly integrated tools can add confusion, increase pressure, and ultimately lead to more burnout.

What role does always-on culture play in tech burnout, and how can organizations establish better digital boundaries?

Always-on culture is a major driver of burnout. When stress becomes constant—when our nervous system never returns to baseline—we enter a state of chronic strain. Tech, especially in global teams with multiple time zones, exacerbates this by encouraging 24/7 responsiveness.

Younger or ambitious employees may sustain that pace for a while, but it’s not humanly sustainable. Leaders must recognize this and put strong guardrails in place to protect their teams.

Always-on culture is a major driver of burnout.

In companies where overwork is celebrated or expected, burnout rates skyrocket—and the organizational costs are massive, from lost talent to damaged culture. Clear policies, coupled with training on stress and boundaries, are vital. I didn’t understand what stress was doing to my body until I collapsed in an airport. We need to normalize education around stress and equip people—and leaders—to actively manage it.

In companies where overwork is celebrated or expected, burnout rates skyrocket—and the organizational costs are massive, from lost talent to damaged culture. 

Workplace Trends & The Future of Work

As remote and hybrid work continue to evolve, what structural adjustments should companies make to reduce burnout without sacrificing flexibility?

This is an important and timely question. Many companies are reconsidering the flexibility they offered during the pandemic—sometimes without much thought or communication. But for many employees, flexibility has become a core part of their value proposition.

When flexibility is withdrawn suddenly or without explanation, it damages trust, engagement, and often leads to the “cynicism” dimension of burnout.

When flexibility is withdrawn suddenly or without explanation, it damages trust, engagement, and often leads to the “cynicism” dimension of burnout.

If changes are being made, leaders must clearly communicate why and outline the benefits for both individuals and teams. If the decision is still in process, engage with your team to find a balanced, inclusive solution.

For those hesitant about returning to the office, remember: in-person time can yield incredible outcomes—connection, creativity, alignment. The key is to make it worth their while. Be intentional, design meaningful gatherings, and make people want to come together—not feel forced.

Be intentional, design meaningful gatherings, and make people want to come together—not feel forced.

Practical Solutions & Policy Recommendations

If you could recommend three immediate actions for HR teams to implement today to combat burnout, what would they be?

First, use the Workplace Sustainability Index. It’s a practical tool that helps organizations assess their performance across five key pillars. It often reveals small but high-impact changes that can be implemented without major restructuring.

Second, introduce burnout and chronic stress training across the organization. Empower people with the language and knowledge to understand what they’re experiencing. Normalize these conversations and ensure leaders are modeling vulnerability and empathy.

Third, prioritize in-person connection where possible. There’s something transformative about the small, human moments—walking to dinner together, sharing space—that we can’t replicate through screens. These moments help people feel seen and valued, which is a powerful protective factor against burnout.

Based on your research, what does a “sustainable workplace” look like in 2025 and beyond v.s. workforce burnout ?

There’s no one-size-fits-all model—it depends on industry, size, and structure. But the through-line is leadership. Sustainable workplaces are led by people who understand the complexity of burnout and who commit to cultural and systemic change.

These leaders see the value in including those who’ve historically been on the margins. Not because of performative inclusion, but because addressing outliers improves the experience for everyone.

They’re also open to saying, “I don’t know.” In a fast-changing world, curiosity and honesty are superpowers. Leaders who are transparent, collaborative, and human will inspire trust and help build resilient, high-performing organizations.

In a fast-changing world, curiosity and honesty are superpowers.

Connect with Sally Clarke!

👉 Find Sally on LinkedIn.

💼 Visit Sally her website.

About Sally Clarke:

Sally Clarke is a global workplace wellbeing expert, speaker, and co-author of the State of Workplace Burnout report. A former finance lawyer turned advocate for sustainable leadership, she advises organizations worldwide on reducing burnout and rebuilding trust in high-performance teams. Her work has been featured by TEDx, Harvard Business Review, and major media outlets.

This article is brought to you by Alexia de Souza, exploring the intersection of leadership, well-being, and the future of work.

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