It’s the final countdown: navigating end-of-year fatigue and burnout
Understanding fatigue and burnout, their impact, and how workplaces can provide support
November is here, which means one thing and one thing only: the countdown to the festive season is ON! Whether you’re the type to deck the halls on November 1st or someone who buries their head in the sand until the last minute, one thing we can all agree on is that the end of the year is approaching—and for many, the pressure is beginning to mount.
This time of year often brings a whirlwind of demands that can feel overwhelming. For workers, the final quarter is typically packed with deadlines, projects to complete, and annual performance reviews—all adding to already heavy workloads.
On top of this, the festive period introduces its own unique set of pressures: financial strain, a jam-packed social calendar, family obligations, and fewer working days to get your work done. Additionally, many of us haven’t had a proper break since our summer holidays, and for those of us in Europe, the colder, darker days make everything that little bit more challenging.
As we strive to hold it together during this final stretch, it's common to feel overwhelmed, leading many to experience end-of-year fatigue and, in more severe cases, burnout. While these two are related, it’s essential to understand their distinct characteristics.
Understanding end-of-year fatigue vs. burnout
End-of-year fatigue typically arises from the cumulative stress of year-end deadlines, Christmas preparations, and the pressure to wrap up tasks before the new year. Symptoms may include:
Temporary tiredness
Increased irritability
A general lack of enthusiasm
In contrast, burnout is a more serious condition that develops from prolonged exposure to stress and fatigue.
Singer-songwriter, Michael Gungor put it nicely when he said, “Burnout is what happens when you try to avoid being human for too long.”
Burnout is recognised as an “occupational phenomenon” rather than a medical condition. It primarily describes work-related stress that can drive people to seek support, specifically arising from job pressures rather than other life stressors (Bupa, 2022).
Further, with burnout, there’s a sense of detachment and demotivation so strong that it impacts daily function, creating a hopeless sense that one’s situation can’t improve (Mental Health, UK, 2024).
According to Mind (2024), those experiencing burnout may feel:
Exhausted, as though drained of energy
A lack of enjoyment or motivation for their job
A sense that they aren’t performing as well as they once did
Increased irritability
Heightened anxiety
Physical symptoms, such as headaches or stomach aches
Difficulty sleeping
A recent BBC article (2024) found that more than a third of adults experience fatigue most or all of the time, with diagnoses of burnout reaching unprecedented levels. The article suggests that this trend is largely due to our struggles with a precarious and competitive work culture, which often leads us to overvalue work in our lives. Work has become a central focus in our emotional landscape; we not only seek status and income from our jobs but also expect them to provide legitimacy, purpose, and opportunities for self-realisation.
The article also highlights the impact of blurred boundaries between work and leisure. In the past, these boundaries were more clearly defined, but modern technology has created a situation where we are always connected. Without strong self-discipline, many find it challenging to disconnect from work, frequently checking emails or Slack messages. As a result, our thoughts tend to revolve around work constantly leading to more stress, fatigue and then sometimes burnout.
The Impact of Fatigue and Burnout
Fatigue and burnout shouldn’t be underestimated by employers, as it can impact individuals’ mental, emotional, and physical wellbeing, often disrupting personal lives and relationships as well as workplace performance.
As both burnout and fatigue can be precursors to more serious mental health conditions, such as depression and anxiety, they should be taken seriously (Mental Health UK, 2024). Any mental health illness can seriously affect individual lives and those around them, making it crucial to care for one another in and out of the workplace.
Given the severity of burnout and the prevalence of end-of-year fatigue, what can employees and leaders do?
Feeling supported by management and colleagues can make a significant difference to all employees during this challenging time, here are some strategies workplaces can adopt:
Promote Open Communication: Managers should regularly check in with team members, fostering a safe environment for discussing stress and workloads. Open conversations around mental health and work-life balance signal that it’s okay to set boundaries.
Encourage Flexibility: Allowing flexibility in work hours and locations can help alleviate pressure, especially for those juggling multiple year-end responsibilities. Hybrid work arrangements, flexible hours, or even a focus on shorter workweeks can be beneficial.
Provide Mental Health Resources: Employers can offer access to mental health support through Employee Assistance Programs (EAPs), connecting staff to counsellors or therapists. Additionally, investing in wellbeing workshops or stress management sessions can equip employees with tools to manage their mental health.
Recognise and Appreciate Efforts: Acknowledging hard work, especially during the Christmas period, can boost morale. Expressing gratitude through recognition programs or simple acknowledgements shows leadership values employees' dedication.
Encourage Time Off and Rest: As the year-end approaches, many employees may hesitate to take time off out of fear of missing deadlines. Leaders can model the importance of rest and encourage staff to recharge without guilt, as a well-rested team is more productive, motivated, and creative.
Monitor Workloads and Avoid Overloading: Be mindful of assigning additional projects or tasks that could overwhelm employees. Leaders should create realistic timelines and ensure responsibilities are fairly distributed.
Building a Wellbeing Strategy
While the strategies talked about above can provide a strong foundation for promoting mental health and wellbeing, organisations often face unique challenges that are nuanced and require tailored approaches. The most effective approach any organisation can take is to be proactive about mental health. One of the best ways to achieve this is by implementing a comprehensive wellbeing strategy.
According to research from Mental Health UK (2024), nearly 49% of workers believe their employer lacks a plan to identify chronic stress and prevent burnout. This alarming statistic highlights the urgent need for employers to adopt proactive mental health strategies. If you're an employer without a wellbeing plan, now is the time to consider implementing one for 2025. Recent reports reveal that nearly half of UK workers feel they are "running on empty," and the costs associated with burnout, mental ill health, and work-related stress are staggering, amounting to £28 billion annually for the economy (Personnel Today, 2023).
The end of the year should not be synonymous with fatigue and burnout. By recognising the signs and implementing supportive strategies, both employees and leaders can navigate this challenging period more effectively. Prioritising mental health is not just beneficial for individuals; it’s essential for the overall health of organisations.
Here at Reasonful, we offer tailored mental health workshops, mindfulness classes, and bespoke wellbeing strategies for organisations.
While my schedule is currently full, I can accommodate occasional one-hour workshops or consultancy sessions. I will be reopening for more extensive support in March, so I encourage you to get in touch now if you want to support in 2025 by prioritising your employee’s mental health and wellbeing.
I’m Miriam and I run Reasonful - we offer support to small and medium-sized businesses that are typically facing challenges of rapid growth, talent retention, fast-paced work and constant pressure to deliver results, all whilst wanting to support long-term employee mental health and wellbeing.