Take time to do nothing to avoid burnout in work and at home

Younger workers are experiencing greater anxiety and taking more stress-related absences than their older colleagues

Louise Dennison O'Shaughnessy, director of mental health and wellness at EHS International, with Chris Mee, founder and CEO of EHS International. Photo: Michael O'Sullivan /OSM Photo

Real, deep rest, doing nothing — along with hydration, nutrition and a little daily exercise, even a short walk — hold the key to wellness at work and at home.

Louise Dennison O'Shaughnessy, director of mental health and wellness with environmental, health and safety specialist EHS International, advises people to take simple steps to minimise the risk of burnout in their lives.

Younger people, it seems, find it harder to ‘do nothing’. The latest Mental Health UK 2025 Burnout Report highlights a 4% rise in younger generations (under 44) taking time off due to stress and pressure, while older generations (45+) report a 9% decline in stress-related absences.

In this Q&A interview, Louise Dennison O'Shaughnessy suggests that we should all find some time in which to try doing nothing — without a screen, without a to-do list, and without distractions.

Is Ireland improving in terms of awareness and management of stress?

Awareness of stress is key to driving meaningful change. Simply put, if you are not aware of stress and its impacts, you  cannot take steps to address it.

Many people suffer from what can be described as ‘chronic busyness,’ struggling to step off the proverbial hamster wheel of life. The constant feeling of being ‘on’ and the inability to properly unwind can be early indicators of long-term stress, which, if left unchecked, can lead to burnout. As author Joyce Sunada famously stated, “If you don’t make time for your wellness, you will be forced to make time for your illness.” 

Stress is also being fuelled by housing shortages, rising living costs, and concerns about crime. In the workplace, achieving a balance between professional responsibilities and home life is a major challenge for many employees.

Recognising the importance of mental well-being, the Health Service Executive (HSE) has a "Stronger Together" Mental Health Promotion Plan. This initiative focuses on developing essential competencies such as self-awareness and self-management, which are crucial for fostering mental resilience among employees.

The focus must remain on fostering workplace cultures that prioritise mental well-being, ensuring that stress management initiatives are more than a formality. Without sustained efforts, the negative impact of chronic stress will continue to take its toll on employees and, ultimately, on the productivity and health of the nation as a whole.

How can we spot symptoms of burnout in the workplace? 

Burnout is becoming an increasing concern in workplaces as employees struggle to balance demanding workloads with personal responsibilities. While stress is an inevitable part of modern work life, prolonged exposure to high-pressure environments can lead to burnout.

Recognising the symptoms early is crucial in preventing long-term consequences for both employees and organisations. The 2025 Burnout Report by Mental Health UK highlighted a significant prevalence of stress and burnout among UK adults, with younger workers being particularly affected. Nine in 10 have experienced high or extreme levels of pressure or stress in the last year while 18-24-year-olds are most likely to be absent due to poor mental health caused by stress.

Burnout often manifests through physical symptoms that can be mistaken for general fatigue or minor health issues. Persistent exhaustion, frequent headaches, muscle tension, and sleep disturbances are common early signs. Employees experiencing burnout may also report a weakened immune system, making them more susceptible to illness. Emotionally, individuals may feel detached from their work, experience increased irritability, or struggle with feelings of helplessness.

In the workplace, burnout can also be identified through changes in behaviour and performance. Employees may begin missing deadlines, making more mistakes than usual, or struggling to concentrate. Increased absenteeism, withdrawal from social interactions, and a reluctance to take on new projects can all signal that an individual is struggling.

Those suffering from burnout may also develop a cynical or negative attitude towards their job, colleagues, or management. Once-enthusiastic employees may appear disengaged, expressing dissatisfaction with their role or the organisation as a whole.

What are some of the main actions we can take to promote wellness? 

One of the most effective ways to reduce stress is to differentiate between what is within your power and what is not. Worrying about external factors — such as other people’s opinions, the past, or unpredictable circumstances — only drains energy. Instead, focus on the choices you can make: how you respond to situations, how you spend your time, and the habits you build.

Take a moment to evaluate your relationships. How many of them uplift and support you? Surrounding yourself with positive influences can have a profound effect on mental well-being. If certain relationships feel draining or toxic, stepping back or setting firm boundaries can help protect your emotional health.

In today’s digital age, true rest has become a rarity. Beyond sleep, consider whether you allow yourself enough time to simply do nothing — without a screen, without a to-do list, and without distractions. Quality rest, hydration, and nutrition all play crucial roles in maintaining physical and mental health. Spending time in nature, even for a short walk, has been shown to reduce stress and improve mood.

Engaging in creative activities can also provide a powerful outlet for stress. Whether it’s gardening, cooking, painting, or starting a new hobby, creativity fuels well-being by shifting focus away from daily worries.

Negative self-talk is a universal experience, but it does not have to dictate reality. The next time a critical thought arises, try observing it rather than engaging with it — like watching a car pass by on a motorway. Acknowledge the thought, question its validity, and let it go. A useful perspective is to ask: Will this matter in six months? If not, it may not be worth the stress now.

For decades, people have searched for the key to happiness — through success, wealth, and personal achievements. But according to the world’s longest-running scientific study on happiness, one factor stands out above all others: good relationships. Dr. Robert Waldinger, a clinical professor of psychiatry at Harvard Medical School, leads the Harvard Study of Adult Development, a groundbreaking 85-year-long research project that has followed generations of participants to uncover what truly makes life fulfilling. The study’s conclusion? Strong relationships — not money, fame, or career success — are the most significant predictor of happiness and long-term health. People who maintain close, supportive relationships tend to be healthier, live longer, and report higher levels of life satisfaction.

Within organisations, recognising burnout is only the first step — taking action is essential. Employers should create an environment where open discussions about stress and mental health are encouraged. Providing access to wellness programmes, mental health training, support, and flexible working arrangements can significantly reduce the risk of burnout.

Workplace culture also plays a vital role. When management fosters a supportive and communicative environment, employees are more likely to seek help before burnout reaches a critical stage. Investing in stress management training and ensuring reasonable workloads can lead to a healthier, more productive workforce. 

How can employers and employees work to create a better culture in the area of mental health? 

Two critical factors significantly influence an organisation's psychological safety: management support and role clarity. A lack of support from management can lead to feelings of isolation and undervaluation among employees. Similarly, ambiguity in job roles can cause confusion and stress. Addressing these issues is vital.

Establishing social and well-being committees that include both introverted and extroverted members ensures diverse perspectives are represented. Encouraging participation from all personality types fosters inclusivity and ensures that initiatives cater to a broad range of employee needs. Additionally, implementing anonymous risk assessments allows employees to voice concerns without fear of retribution, leading to more honest feedback and effective interventions.

For mental health initiatives to be effective, they must have the backing of senior management. Without genuine support, such programmes risk becoming mere 'tick-box' exercises. Demonstrating a commitment from the top can lead to meaningful change and signal to employees that their well-being is a priority.