Depression and burnout: which comes first? A guide for managers.

Two common psychological states often linked to workplace stress are depression and burnout.

They share similar symptoms, yet they are distinct conditions that can overlap, exacerbate one another, and significantly impact productivity and well-being.

That is why. I believe it is important to clarify whether depression can lead to burnout, or vice versa, and provide actionable strategies for managers to prevent and address these issues.

Understanding burnout and depression

Burnout is a state of emotional, physical, and mental exhaustion caused by prolonged and excessive stress, especially in the workplace.

It often arises when individuals feel overwhelmed, emotionally drained, or unable to meet ongoing demands.

Burnout is characterized by:

• Emotional exhaustion: A feeling of being overextended and depleted of emotional and physical resources.
• Depersonalization: Developing a detached or negative attitude toward one’s job, colleagues, or clients.
• Reduced personal accomplishment: A sense of failure or incompetence.

Depression, on the other hand, is a mental health disorder that can arise from a range of factors, including genetics, chemical imbalances, and environmental stressors.

Key symptoms include:

• Persistent sadness or low mood
• Loss of interest in previously enjoyable activities
• Fatigue and sleep disturbances
• Feelings of worthlessness or guilt

Both conditions share symptoms like fatigue, low motivation, and emotional exhaustion, leading to potential confusion between the two.

However, recent research suggests that the sequence and causal relationship between burnout and depression may depend on individual circumstances and workplace factors.

The interplay between depression and burnout

a. Burnout leading to depression

Research indicates that prolonged exposure to burnout can indeed lead to depression.

Chronic burnout can heighten susceptibility to depression, as individuals struggle to regain their energy and enthusiasm for work.

When burnout persists without intervention, the individual may experience a loss of control and self-worth, potentially spiraling into depression.

b. Depression leading to burnout

Conversely, individuals with depression may find it challenging to cope with stress, leading to quicker burnout. Depression can impair emotional resilience and stress tolerance.

When a person is already in a depressive state, work-related stress can compound their difficulties, triggering a burnout response.

c. Bidirectional influence

Studies have also highlighted a bidirectional relationship, where depression and burnout can feed off one another in a cyclical pattern. â

Individuals experiencing burnout may be more vulnerable to depression, and those with depression are at increased risk of burnout.

This reciprocal relationship can create a reinforcing loop, complicating treatment and recovery.

Practical recommendations for managers

Managers play a crucial role in creating a work environment that reduces stress and fosters mental well-being.

Here are some strategies to help prevent burnout and depression in your team:

a. Recognize the early warning signs

Knowing the symptoms of burnout and depression allows you to intervene early. Common signs include:

• Increased absenteeism and tardiness
• Withdrawal from social or team interactions
• Noticeable changes in mood or behavior
• Reduced work quality or productivity

Encourage open communication with your team members to help them feel comfortable sharing their challenges.

b. Regularly check in with your team members

Frequent check-ins can help you gauge your team’s well-being and provide support where necessary. Use these check-ins not only to discuss work but also to understand any underlying stressors.

Ask open-ended questions like, “How has your workload been feeling lately?” or “Is there anything more I can do to support you?”

c. Establish clear expectations and boundaries

Managers should work with their team members to set realistic, achievable goals. Encourage employees to communicate openly about their workload and help them prioritize tasks.

By ensuring that no one feels overextended or unsure of their role, you can alleviate potential stressors that contribute to burnout.

d. Lead by example in stress management

Your own management of stress and mental health has a direct impact on your team.

Practice healthy work habits, such as taking regular breaks, managing your workload, and showing respect for work-life boundaries.

By modeling positive behaviors, you encourage your team to adopt similar practices.

e. Foster a culture of well-being

Create a work environment that emphasizes mental health as part of the company culture. For example:

• Promote work-life balance: Avoid scheduling meetings after hours and respect personal boundaries.
• Encourage regular breaks: Support time for rest during the workday and encourage employees to take their vacation days.
• Provide mental health resources: Offer access to counseling services or mental health days and make it clear that these resources are available without stigma.

Generational perspectives on burnout

Burnout is a universal challenge in today’s workplace, yet Generations X, Y (Millennials), and Z perceive and respond to it in different ways.

Each generation's unique life experiences, values, and workplace expectations influence how they approach burnout and the strategies they employ to prevent or manage it.

For many in Gen X (born between 1965 and 1980), burnout may be seen as an unfortunate but necessary byproduct of a successful career, with some even internalizing the mindset that work stress is simply "part of the job."

Gen X employees are less likely to openly express their struggles with burnout, as they may feel that admitting to such issues could compromise their hard-won reputation and career progress.

However, as mental health discussions become more mainstream, many in this generation are beginning to acknowledge the impact of burnout and explore solutions such as flexible work arrangements, work-life balance policies, and stress management practices.

Gen Y (born between 1981 and 1996), also called Millennials, have distinct expectations about work-life balance and job fulfillment. They grew up in a digital age with access to a vast amount of information and were encouraged to prioritize personal happiness and well-being.

Millennials view burnout as a serious issue that affects not only productivity but also their overall quality of life.

Unlike Gen X, who may tend to “grin and bear it,” Millennials are more likely to view burnout as a sign of a dysfunctional work environment and feel empowered to seek changes, either within their role or by switching jobs.

This generation often advocates for mental health support and expects their employers to provide resources such as wellness programs, mental health days, and career coaching.

As a result, Millennials are leading the charge in openly discussing mental health at work and are more vocal about their expectations for a supportive, flexible work environment.

Gen Z (born from 1997 onwards) is the newest entrant to the workforce and brings with them a refreshingly open attitude towards mental health and well-being.

Growing up in a digitally saturated world, Gen Z faces a unique set of stressors, including social media pressures and a rapidly evolving job market.

They have a heightened awareness of mental health issues and are often more proactive in seeking support when facing burnout.

Many Gen Z workers expect flexibility, inclusivity, and a clear work-life boundary from their employers. They are likely to walk away from roles or organizations that fail to respect these values, choosing instead to align themselves with companies that prioritize mental health as part of their culture.

Overall, while all generations acknowledge the realities of burnout, each approaches it differently. Gen X may be more likely to endure it, Millennials seek structural solutions and advocate for balance, and Gen Z takes a firm stance on mental health, viewing burnout as unacceptable and avoidable with the right support.

These differing perspectives highlight the importance of a multi-generational approach to burnout prevention in today’s diverse workplace.

Preventing burnout in yourself as a manager

Many managers face the dual challenge of delivering high-impact results while simultaneously driving change.

This balancing act is not just demanding; it places unique pressure on managers to meet targets while ensuring their teams can adapt and thrive in shifting conditions.

The pressure to deliver results often means keeping productivity high, optimizing processes, and meeting deadlines and performance metrics. This focus on outcomes is essential for any business aiming for growth and profitability.

However, the constant drive for measurable achievements can create stress, particularly when these results are expected quickly or when resources are limited.

Managers must maintain accountability for their teams' outputs, often needing to make quick decisions under pressure, which can lead to burnout if not managed well.

That is why, as a manager, preventing burnout isn’t only about supporting your team; it’s also essential to look after your own well-being.

Here are some personal strategies:

• Set clear boundaries: Define when you will stop checking emails and responding to work communications each day.
• Delegate effectively: Avoid micromanaging by trusting your team to handle responsibilities. Delegation not only reduces your workload but also empowers your team members.
• Seek feedback: Ask your team and colleagues for feedback on your management style and whether they feel adequately supported. Adjust based on their responses.
• Practice mindfulness: Taking time to center yourself through mindfulness exercises can help you stay grounded and reduce your stress levels.

Building a supportive workplace culture

Building a supportive workplace goes beyond individual efforts; it requires a culture that values mental health, promotes open dialogue, and encourages both managers and employees to prioritize well-being.

Companies can do this by:

• Educating managers on mental health: Providing training to help managers recognize signs of burnout and depression enables early intervention.
• Creating support networks: Formal support networks, such as peer groups or mentoring programs, give employees a place to turn when they feel overwhelmed.
• Rewarding sustainable habits, not just productivity: Recognizing employees who demonstrate a sustainable approach towards work can help shift the focus from purely results-driven metrics to a more holistic approach to performance.

Burnout and depression are complex issues that can impact any individual or organization. Managers who understand the nuanced relationship between these two conditions are better equipped to create a supportive and productive environment.

Thank you for joining me on this journey to unlock your full potential and turn it into real-world value. I hope that the tips and insights in this newsletter have been helpful in your personal and professional life.

If you feel that you are at a crossroad in your life, I would be happy to offer you coaching sessions to discuss your goals and how to achieve them. Remember, success is not a destination but a journey, and we're here to support you every step of the way.

So until next time, stay focused, stay motivated, and keep working towards your dreams! Elena Badea.