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mdc-c-link--secondary___TSFam_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">McKinsey Health Institute</span></a><h1 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-u-ts-2 mck-u-animation-slide-down ArticleDefault_mck-c-article-default__heading__bv6rL"><div>Addressing employee burnout: Are you solving the right problem?</div></h1></div><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-10 mck-u-animation-blur-in-800 ArticleDefault_mck-c-article-default__description__sjoe9"><div><time datetime="2022-05-27T00:00:00Z">May 27, 2022</time> | Article</div></div></div></div></div></div></div><div class="mck-o-container"><div class="mck-o-container--wrapped mck-o-container--mobile-spacing mdc-u-grid mdc-u-grid-gutter-xxl"><section data-layer-region="article-body-header" class="mdc-u-grid mdc-u-grid-col-md-12 mck-u-animation-blur-in-400 byline-share-container"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-7 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-8 mdc-u-ts-10"></div></section><section class="mdc-u-grid mdc-u-grid-col-md-12 mck-u-animation-blur-in-400"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-11"><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-5"><div class="mck-u-links-inline">Employers have invested unprecedented resources in employee mental health and well-being. With burnout at all-time highs, leaders wonder if they can make a difference. Our research suggests they can.</div></div></div></section><main data-layer-region="article-body" class="mdc-u-grid mdc-u-grid-gutter-xxl"><div class="mdc-u-grid mdc-u-grid-col-1 mdc-u-grid-col-md-12"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-11"><div class="mdc-o-content-body mck-u-dropcap"> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="DownloadsSidebar_mck-c-downloads-sidebar__iFmyt mck-o-xs-right-span"><div data-layer-region="downloads-right-rail"><h3 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-c-heading--title___5qyOB_2734c4f mdc-c-heading--border___K8dj3_2734c4f"></h3><div><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f"><a data-component="mdc-c-link" href="#/download/%2F~%2Fmedia%2Fmckinsey%2Fmckinsey%20health%20institute%2Four%20insights%2Faddressing%20employee%20burnout%20are%20you%20solving%20the%20right%20problem%2Faddressing-employee-burnout-are-you-solving-the-right-problem-vf.pdf%3FshouldIndex%3Dfalse" class="DownloadsSidebar_mck-c-downloads-sidebar__download-link__fPqFQ mdc-c-link___lBbY1_2734c4f" target="_self" data-layer-event-prefix="Download Link" data-layer-action="click" data-layer-report-type="" data-layer-file-name="addressing-employee-burnout-are-you-solving-the-right-problem-vf" data-layer-report-name="addressing-employee-burnout-are-you-solving-the-right-problem-vf>"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mdc-c-icon--size-md___yi5fA_2734c4f mck-download-icon"></span><span class="mdc-c-link__label___Pfqtd_2734c4f"> (15 pages)</span></a></div></div></div></div> <p><strong>The COVID-19 pandemic</strong> has accelerated and exacerbated long-standing corporate challenges to employee health and <a href="/featured-insights/well-being-in-the-workplace">well-being</a>, and in particular employee mental health.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="ace39abb-ecde-42dd-beea-d3595c00e8f6"><sup class="FootNote_footnotesup__e73z_">1</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="ace39abb-ecde-42dd-beea-d3595c00e8f6" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">When used in this article, “mental health” is a term inclusive of positive mental health and the full range of mental, substance use, and neurological conditions.</span></span></span></a></span> This has resulted in reports of rapidly rising rates of <a href="/featured-insights/mckinsey-explainers/what-is-burnout">burnout</a><span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="a2cc0c4b-41aa-450b-a416-c92a4c915e66"><sup class="FootNote_footnotesup__e73z_">2</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="a2cc0c4b-41aa-450b-a416-c92a4c915e66" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">When used in this article, “burnout” and “burnout symptoms” refer to work-driven burnout symptoms (per sidebar “What is burnout?”).</span></span></span></a></span> around the world (see sidebar “What is burnout?”).</p> <div data-component="mdc-c-module-wrapper" data-module-theme="light" data-module-background="lightest-grey" data-module-category="" data-module-gradient-position="bottom-right" class="mck-c-inline-module-container SideBar_mck-c-sidebar__bgimg-wrapper__Qj4Dt mck-o-sm-left-span SideBar_mck-c-sidebar__sidebar-wrapper__Dpjw2 SideBar_mck-c-sidebar__sidebar-wrapper--istablet__IQ6ii mck-u-screen-only mck-c-module-wrapper" data-layer-region="sidebar"><div class="SideBar_mck-c-sidebar__epoAm mck-o-md-center"><div class="SideBar_mck-c-sidebar__share-icons-wrapper__9gB_c"><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f mdc-c-link-container--display-column___X0HDD_2734c4f SideBar_mck-c-sidebar__share-icons___eQy6"><div data-component="mdc-c-dropdown-menu" class="mdc-c-drop-down"><button data-component="mdc-c-button" aria-label="" type="button" id="button_id" class="mdc-c-button___U4iY2_2734c4f mdc-c-button--ghost mdc-c-button--size-medium mdc-c-drop-down__rootmenu___yJzvz_2734c4f" aria-expanded="false" aria-haspopup="menu"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mdc-c-icon--default___f-hQM_2734c4f mdc-c-icon--size-md___yi5fA_2734c4f mck-share2-icon"></span></button><div data-component="mdc-c-module-wrapper" data-module-theme="light" data-module-background="white" data-module-category="" class=""></div></div><button data-component="mdc-c-button" aria-label="Expandable Sidebar" type="button" id="button_id" class="mdc-c-button___U4iY2_2734c4f mdc-c-button--ghost mdc-c-button--size-medium SideBar_mck-c-sidebar__toggle-btn__EL8iE" aria-expanded="false" data-layer-event-prefix="UI Item" data-layer-action="click" data-layer-category="sidebar" data-layer-subcategory="open" data-layer-text="open sidebar"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mdc-c-icon--radial___y3csX_2734c4f mdc-c-icon--size-xxl___cL3ZT_2734c4f mck-plus-no-circle-icon"></span></button></div></div><div class="SideBar_mck-c-sidebar__content-outer__UdWCq"><div class="SideBar_mck-c-sidebar__eyebrow__5GSEq"></div><div class="SideBar_mck-c-sidebar__content__raEwe"><h2 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-u-ts-3 SideBar_mck-c-sidebar__content-heading__NJekY"><div>About the authors</div></h2><div class="SideBar_mck-c-sidebar__content-description__4p9iI mdc-u-ts-7"><div class="mdc-o-content-body"><p>This article is a collaborative effort by <a href="/our-people/jacqueline-brassey">Jacqueline Brassey</a>, <a href="/our-people/erica-coe">Erica Coe</a>, Martin Dewhurst, <a href="/our-people/kana-enomoto">Kana Enomoto</a>, Renata Giarola, Brad Herbig, and <a href="/our-people/barbara-jeffery">Barbara Jeffery</a>, representing the views of the McKinsey Health Institute.</p></div></div></div></div></div></div> <p>Many employers have responded by investing more into mental health and well-being than ever before. Across the globe, four in five HR leaders report that mental health and well-being is a top priority for their organization.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="b0d42e16-2866-400a-b403-f1587be0fbe2"><sup class="FootNote_footnotesup__e73z_">3</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="b0d42e16-2866-400a-b403-f1587be0fbe2" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">McKinsey Health Institute Employee Mental Health and Wellbeing Survey, 2022: n (employee) = 14,509; n (HR decision maker) = 1,389.</span></span></span></a></span> Many companies offer a host of wellness benefits such as yoga, meditation app subscriptions, well-being days, and trainings on time management and productivity. In fact, it is estimated that nine in ten organizations around the world offer some form of wellness program.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="af8f77c7-47df-49f9-b7c2-329bc0456536"><sup class="FootNote_footnotesup__e73z_">4</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="af8f77c7-47df-49f9-b7c2-329bc0456536" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Charlotte Lieberman, “What wellness programs don’t do for workers,” <em>Harvard Business Review</em>, August 14, 2019.</span></span></span></a></span></p> <p>As laudable as these efforts are, we have found that many employers focus on individual-level interventions that remediate symptoms, rather than resolve the causes of employee burnout.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="1922b16f-194f-45c8-8830-58cfbd9be9e3"><sup class="FootNote_footnotesup__e73z_">5</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="1922b16f-194f-45c8-8830-58cfbd9be9e3" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Anna-Lisa Eilerts et al., “Evidence of workplace interventions—A systematic review of systematic reviews,” <em>International Journal of Environmental Research and Public Health</em>, 2019, Volume 16, Number 19.</span></span></span></a></span> Employing these types of interventions may lead employers to overestimate the impact of their wellness programs and benefits<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="6bbe2f16-26fd-4a68-ba8c-26766c710975"><sup class="FootNote_footnotesup__e73z_">6</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="6bbe2f16-26fd-4a68-ba8c-26766c710975" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Katherine Baicker et al., “Effect of a workplace wellness program on employee health and economic outcomes: A randomized clinical trial,” <em>JAMA</em>, 2019, Volume 321, Number 15; erratum published in <em>JAMA</em>, April 17, 2019.</span></span></span></a></span> and to underestimate the critical role of the workplace in reducing burnout and supporting employee mental health and well-being.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="69d9a260-a8c2-4121-aa7b-531bd9ed2089"><sup class="FootNote_footnotesup__e73z_">7</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="69d9a260-a8c2-4121-aa7b-531bd9ed2089" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Pascale M. Le Blanc, et al., “Burnout interventions: An overview and illustration,” in Jonathan R. B. Halbesleben’s <em>Handbook of Stress and Burnout in Health Care</em>, New York, NY: Nova Science Publishers, 2008; Peyman Adibi et al., “Interventions for physician burnout: A systematic review of systematic reviews,” <em>International Journal of Preventive Medicine</em>, July 2018, Volume 9, Number 1.</span></span></span></a></span></p> <div data-component="mdc-c-module-wrapper" data-module-theme="light" data-module-background="lightest-grey" data-module-category="" data-module-gradient-position="bottom-right" class="mck-c-inline-module-container SideBar_mck-c-sidebar__bgimg-wrapper__Qj4Dt mck-o-sm-left-span SideBar_mck-c-sidebar__sidebar-wrapper__Dpjw2 SideBar_mck-c-sidebar__sidebar-wrapper--istablet__IQ6ii mck-u-screen-only mck-c-module-wrapper" data-layer-region="sidebar"><div class="SideBar_mck-c-sidebar__epoAm mck-o-md-center"><div class="SideBar_mck-c-sidebar__share-icons-wrapper__9gB_c"><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f mdc-c-link-container--display-column___X0HDD_2734c4f SideBar_mck-c-sidebar__share-icons___eQy6"><div data-component="mdc-c-dropdown-menu" class="mdc-c-drop-down"><button data-component="mdc-c-button" aria-label="" type="button" id="button_id" class="mdc-c-button___U4iY2_2734c4f mdc-c-button--ghost mdc-c-button--size-medium mdc-c-drop-down__rootmenu___yJzvz_2734c4f" aria-expanded="false" aria-haspopup="menu"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mdc-c-icon--default___f-hQM_2734c4f mdc-c-icon--size-md___yi5fA_2734c4f mck-share2-icon"></span></button><div data-component="mdc-c-module-wrapper" data-module-theme="light" data-module-background="white" data-module-category="" class=""></div></div><button data-component="mdc-c-button" aria-label="Expandable Sidebar" type="button" id="button_id" class="mdc-c-button___U4iY2_2734c4f mdc-c-button--ghost mdc-c-button--size-medium SideBar_mck-c-sidebar__toggle-btn__EL8iE" aria-expanded="false" data-layer-event-prefix="UI Item" data-layer-action="click" data-layer-category="sidebar" data-layer-subcategory="open" data-layer-text="open sidebar"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mdc-c-icon--radial___y3csX_2734c4f mdc-c-icon--size-xxl___cL3ZT_2734c4f mck-plus-no-circle-icon"></span></button></div></div><div class="SideBar_mck-c-sidebar__content-outer__UdWCq"><div class="SideBar_mck-c-sidebar__eyebrow__5GSEq"></div><div class="SideBar_mck-c-sidebar__content__raEwe"><h2 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-u-ts-3 SideBar_mck-c-sidebar__content-heading__NJekY"><div>What is burnout? </div></h2><div class="SideBar_mck-c-sidebar__content-description__4p9iI mdc-u-ts-7"><div class="mdc-o-content-body"><p><strong>According to the</strong> World Health Organization, burnout is an occupational phenomenon. It is driven by a chronic imbalance between job demands<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="f2dbef3d-6f49-405e-b6b3-36b419f83c57"><sup class="FootNote_footnotesup__e73z_">1</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="f2dbef3d-6f49-405e-b6b3-36b419f83c57" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Job demands are physical, social, or organizational aspects of the job that require sustained physical or mental effort and are therefore associated with certain physiological and psychological costs—for example, work overload and expectations, interpersonal conflict, and job insecurity. Job resources are those physical, social, or organizational aspects of the job that may do any of the following: (a) be functional in achieving work goals; (b) reduce job demands and the associated physiological and psychological costs; (c) stimulate personal growth and development such as feedback, job control, social support (Wilmar B. Schaufeli and Toon W. Taris, “A critical review of the job demands-resources model: Implications for improving work and health,” from Georg F. Bauer and Oliver Hämmig’s <em>Bridging Occupational, Organizational and Public Health: A Transdisciplinary Approach</em>, first edition, Dordrecht, Netherlands: Springer, 2014).</span></span></span></a></span> (for example, workload pressure and poor working environment) and job resources (for example, job autonomy and supportive work relationships). It is characterized by extreme tiredness, reduced ability to regulate cognitive and emotional processes, and mental distancing. Burnout has been demonstrated to be correlated with anxiety and depression, a potential predictor of broader mental health challenges.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="cb8db4df-38af-4d56-8ed0-ef07e51e6636"><sup class="FootNote_footnotesup__e73z_">2</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="cb8db4df-38af-4d56-8ed0-ef07e51e6636" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Previous meta-analytic findings demonstrate moderate positive correlations of burnout with anxiety and depression—suggesting that anxiety and depression are related to burnout but represent different constructs (Katerina Georganta et al., “The relationship between burnout, depression, and anxiety: A systematic review and meta-analysis,” <em>Frontiers in Psychology</em>, March 2019, Volume 10, Article 284).</span></span></span></a></span> When used in this article, burnout does not imply a clinical condition. </p></div></div></div></div></div></div> <p>Research shows that, when asked about aspects of their jobs that undermine their mental health and well-being,<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="9c60c27f-ac0c-4e9c-81f6-dd25b78304b4"><sup class="FootNote_footnotesup__e73z_">8</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="9c60c27f-ac0c-4e9c-81f6-dd25b78304b4" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Paula Davis, <em>Beating Burnout at Work: Why Teams Hold the Secret to Well-Being and Resilience</em>, Philadelphia, PA: Wharton School Press, 2021.</span></span></span></a></span> employees frequently cite the feeling of always being on call, unfair treatment, unreasonable workload, low autonomy, and lack of social support.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="4fe05751-0488-432e-a446-ac151f3efa91"><sup class="FootNote_footnotesup__e73z_">9</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="4fe05751-0488-432e-a446-ac151f3efa91" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Jennifer Moss,<em> The Burnout Epidemic: The Rise of Chronic Stress and How We Can Fix It</em>, Boston, MA: Harvard Business Review Press, 2021.</span></span></span></a></span> Those are not challenges likely to be reversed with wellness programs. In fact, decades of research suggest that interventions targeting only individuals are far less likely to have a sustainable impact on employee health than systemic solutions, including organizational-level interventions.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="418ef2de-2a93-4972-8548-2e4a26c10bae"><sup class="FootNote_footnotesup__e73z_">10</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="418ef2de-2a93-4972-8548-2e4a26c10bae" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Hanno Hoven et al., “Effects of organisational-level interventions at work on employees’ health: A systematic review,” <em>BMC Public Health</em>, 2014, Volume 14, Number 135.</span></span></span></a></span></p> <p>Since many employers aren’t employing a systemic approach, many have weaker improvements in burnout and employee mental health and well-being than they would expect, given their investments.</p> <p>Organizations pay a high price for failure to address workplace factors<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="84fcf717-3b60-49b5-b839-245860195635"><sup class="FootNote_footnotesup__e73z_">11</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="84fcf717-3b60-49b5-b839-245860195635" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Gunnar Aronsson et al., “A systematic review including meta-analysis of work environment and burnout symptoms,” <em>BMC Public Health</em>, 2017, Volume 17, Article 264.</span></span></span></a></span> that strongly correlate with burnout,<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="76fc7aec-a1a0-419b-9a8c-580f048e9b86"><sup class="FootNote_footnotesup__e73z_">12</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="76fc7aec-a1a0-419b-9a8c-580f048e9b86" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Sangeeta Agrawal and Ben Wigert, “Employee burnout, part 1: The 5 main causes,” Gallup, July 12, 2018.</span></span></span></a></span> such as toxic behavior.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="f530030d-2d96-49d4-a993-17cbaf274d69"><sup class="FootNote_footnotesup__e73z_">13</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="f530030d-2d96-49d4-a993-17cbaf274d69" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline"><em>The high cost of a toxic workplace culture: How culture impacts the workforce — and the bottom line</em>, Society for Human Resource Management, September 2019.</span></span></span></a></span> A growing body of evidence, including our research in this report, sheds light on how burnout and its correlates may lead to costly organizational issues such as attrition.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="a7403472-7199-4f69-8c2c-db317bfef7c5"><sup class="FootNote_footnotesup__e73z_">14</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="a7403472-7199-4f69-8c2c-db317bfef7c5" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Caio Brighenti et al., “Why every leader needs to worry about toxic culture,” MIT Sloan Management Review, March 16, 2022.</span></span></span></a></span> Unprecedented levels of employee turnover—a global phenomenon we describe as the <a href="/capabilities/people-and-organizational-performance/our-insights/great-attrition-or-great-attraction-the-choice-is-yours">Great Attrition</a>—make these costs more visible. Hidden costs to employers also include absenteeism, lower engagement, and decreased productivity.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="cc061f06-c325-40aa-8fee-b876156966e9"><sup class="FootNote_footnotesup__e73z_">15</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="cc061f06-c325-40aa-8fee-b876156966e9" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Eric Garton, “Employee burnout is a problem with the company, not the person,” <em>Harvard Business Review</em>, April 6, 2017.</span></span></span></a></span></p> <div data-component="mdc-c-module-wrapper" data-module-theme="light" data-module-background="lightest-grey" data-module-category="" data-module-gradient-position="bottom-right" class="mck-c-inline-module-container SideBar_mck-c-sidebar__bgimg-wrapper__Qj4Dt mck-o-sm-left-span SideBar_mck-c-sidebar__sidebar-wrapper__Dpjw2 SideBar_mck-c-sidebar__sidebar-wrapper--istablet__IQ6ii mck-u-screen-only mck-c-module-wrapper" data-layer-region="sidebar"><div class="SideBar_mck-c-sidebar__epoAm mck-o-md-center"><div class="SideBar_mck-c-sidebar__share-icons-wrapper__9gB_c"><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f mdc-c-link-container--display-column___X0HDD_2734c4f SideBar_mck-c-sidebar__share-icons___eQy6"><div data-component="mdc-c-dropdown-menu" class="mdc-c-drop-down"><button data-component="mdc-c-button" aria-label="" type="button" id="button_id" class="mdc-c-button___U4iY2_2734c4f mdc-c-button--ghost mdc-c-button--size-medium mdc-c-drop-down__rootmenu___yJzvz_2734c4f" aria-expanded="false" aria-haspopup="menu"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mdc-c-icon--default___f-hQM_2734c4f mdc-c-icon--size-md___yi5fA_2734c4f mck-share2-icon"></span></button><div data-component="mdc-c-module-wrapper" data-module-theme="light" data-module-background="white" data-module-category="" class=""></div></div><button data-component="mdc-c-button" aria-label="Expandable Sidebar" type="button" id="button_id" class="mdc-c-button___U4iY2_2734c4f mdc-c-button--ghost mdc-c-button--size-medium SideBar_mck-c-sidebar__toggle-btn__EL8iE" aria-expanded="false" data-layer-event-prefix="UI Item" data-layer-action="click" data-layer-category="sidebar" data-layer-subcategory="open" data-layer-text="open sidebar"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mdc-c-icon--radial___y3csX_2734c4f mdc-c-icon--size-xxl___cL3ZT_2734c4f mck-plus-no-circle-icon"></span></button></div></div><div class="SideBar_mck-c-sidebar__content-outer__UdWCq"><div class="SideBar_mck-c-sidebar__eyebrow__5GSEq"></div><div class="SideBar_mck-c-sidebar__content__raEwe"><h2 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-u-ts-3 SideBar_mck-c-sidebar__content-heading__NJekY"><div>The McKinsey Health Institute: Join us!</div></h2><div class="SideBar_mck-c-sidebar__content-description__4p9iI mdc-u-ts-7"><div class="mdc-o-content-body"><p><strong>The <a href="/mhi/overview">McKinsey Health Institute</a></strong> (MHI) is an enduring, non-profit-generating global entity within McKinsey. MHI strives to catalyze actions across continents, sectors, and communities to achieve material improvements in health, empowering people to lead their best possible lives. MHI is fostering a strong network of organizations committed to this aspiration, including employers globally who are committed to supporting the health of their workforce and broader communities.</p> <p>MHI has a near-term focus on the urgent priority of mental health, with launch of a flagship initiative around employee mental health and well-being. By convening leading employers, MHI aims to collect global data, synthesize insights, and drive innovation at scale. Through collaboration, we can truly make a difference, learn together, and co-create solutions for workplaces to become enablers of health—in a way that is good for business, for employees, and for the communities in which they live.</p> <p>To stay updated about MHI’s initiative on employee mental health and well-being sign up at <a href="https://www.mckinsey.com/mhi/contact-us">McKinsey.com/mhi/contact-us</a>.</p></div></div></div></div></div></div> <p>In this article, we discuss findings of a recent <a href="/mhi/overview">McKinsey Health Institute (MHI)</a> (see sidebar “The McKinsey Health Institute: Join us!”) global survey that sheds light on frequently overlooked workplace factors underlying employee mental health and well-being in organizations around the world. We conclude by teeing up eight questions for reflection along with recommendations on how organizations can address employee mental-health and well-being challenges by taking a systemic approach focused on changing the causes rather than the symptoms of poor outcomes. While there is no well-established playbook, we suggest employers can and should respond through interventions focused on prevention rather than remediation.</p> <h2>We are seeing persistent burnout challenges around the world </h2>  <p>To better understand the disconnection between employer efforts and rising employee mental-health and well-being challenges (something we have <a href="/industries/healthcare/our-insights/national-surveys-reveal-disconnect-between-employees-and-employers-around-mental-health-need">observed</a> since the start of the <a href="/industries/healthcare/our-insights/national-employer-survey-reveals-behavioral-health-in-a-covid-19-era-as-a-major-concern">pandemic</a>), between February and April 2022 we conducted a global survey of nearly 15,000 employees and 1,000 HR decision makers in 15 countries.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="e8ef256d-8015-4ec4-829e-7941ea66f458"><sup class="FootNote_footnotesup__e73z_">16</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="e8ef256d-8015-4ec4-829e-7941ea66f458" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Argentina, Australia, Brazil, China, Egypt, France, Germany, India, Japan, Mexico, South Africa, Switzerland, Turkey, the United Kingdom, and the United States. The combined population of the selected countries correspond to approximately 70 percent of the global total.</span></span></span></a></span></p> <p>The workplace dimensions assessed in our survey included toxic workplace behavior, sustainable work, inclusivity and belonging, supportive growth environment, freedom from stigma, organizational commitment, leadership accountability, and access to resources.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="f8f85602-997d-4902-860d-01c7c73dd1e0"><sup class="FootNote_footnotesup__e73z_">17</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="f8f85602-997d-4902-860d-01c7c73dd1e0" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">The associations of all these factors with employee health and well-being have been extensively explored in the academic literature. That literature heavily informed the development of our survey instrument. We have psychometrically validated this survey across 15 countries including its cross-cultural factorial equivalence. For certain outcome measures we collaborated with academic experts who kindly offered us their validated scales including the Burnout Assessment Tool (BAT), the Distress Screener, and the Adaptability Scale referenced below.</span></span></span></a></span> Those dimensions were analyzed against four work-related outcomes—intent to leave, work engagement, job satisfaction, and organization advocacy—as well as four employee mental-health outcomes—symptoms of anxiety, burnout, depression, and distress.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="95176f66-4f82-4949-a9dd-d745217602ee"><sup class="FootNote_footnotesup__e73z_">18</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="95176f66-4f82-4949-a9dd-d745217602ee" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Instruments used were the Burnout Assessment Tool (Steffie Desart et al., <em>User manual - Burnout assessment tool [BAT</em>]<em>, - Version 2.0, </em>July 2020) (burnout symptoms); Distress Screener (4DSQ; JR Anema et al., “Validation study of a distress screener,”<em> Journal of Occupational Rehabilitation</em>, 2009, Volume 19) (distress); GAD-2 assessment (Priyanka Bhandari et al., “Using Generalized Anxiety Disorder-2 [GAD-2] and GAD-7 in a primary care setting,”<em> Cureus</em>, May 20, 2021, Volume 12, Number 5) (anxiety symptoms); and the PHQ-2 assessment (Patient Health Questionnaire [PHQ-9 & PHQ-2], American Psychological Association) (depression symptoms).</span></span></span></a></span> Individual adaptability was also assessed<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="a8158f49-ef1e-4f22-82e0-5b2618bddd39"><sup class="FootNote_footnotesup__e73z_">19</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="a8158f49-ef1e-4f22-82e0-5b2618bddd39" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">In this article, “adaptability” refers to the “affective adaptability” which is one sub-dimension of The Adaptability Scale instrument (Michel Meulders and Karen van Dam, “The adaptability scale: Development, internal consistency, and initial validity evidence,” <em>European Journal of Psychological Assessment</em>, 2020, Volume 37, Number 2).</span></span></span></a></span> (see sidebar “What we measured”).</p> <div data-component="mdc-c-module-wrapper" data-module-theme="light" data-module-background="lightest-grey" data-module-category="" data-module-gradient-position="bottom-right" class="mck-c-inline-module-container SideBar_mck-c-sidebar__bgimg-wrapper__Qj4Dt mck-o-sm-left-span SideBar_mck-c-sidebar__sidebar-wrapper__Dpjw2 SideBar_mck-c-sidebar__sidebar-wrapper--istablet__IQ6ii mck-u-screen-only mck-c-module-wrapper" data-layer-region="sidebar"><div class="SideBar_mck-c-sidebar__epoAm mck-o-md-center"><div class="SideBar_mck-c-sidebar__share-icons-wrapper__9gB_c"><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f mdc-c-link-container--display-column___X0HDD_2734c4f SideBar_mck-c-sidebar__share-icons___eQy6"><div data-component="mdc-c-dropdown-menu" class="mdc-c-drop-down"><button data-component="mdc-c-button" aria-label="" type="button" id="button_id" class="mdc-c-button___U4iY2_2734c4f mdc-c-button--ghost mdc-c-button--size-medium mdc-c-drop-down__rootmenu___yJzvz_2734c4f" aria-expanded="false" aria-haspopup="menu"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mdc-c-icon--default___f-hQM_2734c4f mdc-c-icon--size-md___yi5fA_2734c4f mck-share2-icon"></span></button><div data-component="mdc-c-module-wrapper" data-module-theme="light" data-module-background="white" data-module-category="" class=""></div></div><button data-component="mdc-c-button" aria-label="Expandable Sidebar" type="button" id="button_id" class="mdc-c-button___U4iY2_2734c4f mdc-c-button--ghost mdc-c-button--size-medium SideBar_mck-c-sidebar__toggle-btn__EL8iE" aria-expanded="false" data-layer-event-prefix="UI Item" data-layer-action="click" data-layer-category="sidebar" data-layer-subcategory="open" data-layer-text="open sidebar"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mdc-c-icon--radial___y3csX_2734c4f mdc-c-icon--size-xxl___cL3ZT_2734c4f mck-plus-no-circle-icon"></span></button></div></div><div class="SideBar_mck-c-sidebar__content-outer__UdWCq"><div class="SideBar_mck-c-sidebar__eyebrow__5GSEq"></div><div class="SideBar_mck-c-sidebar__content__raEwe"><h2 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-u-ts-3 SideBar_mck-c-sidebar__content-heading__NJekY"><div>What we measured </div></h2><div class="SideBar_mck-c-sidebar__content-description__4p9iI mdc-u-ts-7"><div class="mdc-o-content-body"><p><strong>Workplace factors</strong> assessed in our survey included:</p> <ul> <li><em>Toxic workplace behavior: </em>Employees experience interpersonal behavior that leads them to feel unvalued, belittled, or unsafe, such as unfair or demeaning treatment, noninclusive behavior, sabotaging, cutthroat competition, abusive management, and unethical behavior from leaders or coworkers.</li> <li><em>Inclusivity and belonging: </em>Organization systems, leaders, and peers foster a welcoming and fair environment for all employees to be themselves, find connection, and meaningfully contribute.</li> <li><em>Sustainable work:</em> Organization and leaders promote work that enables a healthy balance between work and personal life, including a manageable workload and work schedule.</li> <li><em>Supportive growth environment:</em> Managers care about employee opinions, well-being, and satisfaction and provide support and enable opportunities for growth.</li> <li><em>Freedom from stigma and discrimination:</em> Freedom from the level of shame, prejudice, or discrimination employees perceive toward people with mental-health or substance-use conditions.</li> <li><em>Organizational accountability: </em>Organization gathers feedback, tracks KPIs, aligns incentives, and measures progress against employee health goals.</li> <li><em>Leadership commitment:</em> Leaders consider employee mental health a top priority, publicly committing to a clear strategy to improve employee mental health.</li> <li><em>Access to resources: </em>Organization offers easy-to-use and accessible resources that fit individual employee needs related to mental health.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="be9c0ea7-c36b-4ed6-8bd1-f994bc63b2cb"><sup class="FootNote_footnotesup__e73z_">1</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="be9c0ea7-c36b-4ed6-8bd1-f994bc63b2cb" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Including adaptability and resilience-related learning and development resources.</span></span></span></a></span></li> </ul> <p>Health outcomes assessed in our survey included:</p> <ul> <li><em>Burnout symptoms: </em>An employee’s experience of extreme tiredness, reduced ability to regulate cognitive and emotional processes, and mental distancing (Burnout Assessment Tool).<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="4839f990-2377-4325-b921-ffe18fa3c5db"><sup class="FootNote_footnotesup__e73z_">2</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="4839f990-2377-4325-b921-ffe18fa3c5db" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline"><a href="https://burnoutassessmenttool.be/wp-content/uploads/2020/08/User-Manual-BAT-version-2.0.pdf">Burnout Assessment Tool, Steffie Desart et al., “User manual - Burnout assessment tool (BAT), - Version 2.0,” July 2020.</a></span></span></span></a></span></li> <li><em>Distress:</em> An employee experiencing a negative stress response, often involving negative affect and physiological reactivity (4DSQ Distress Screener).<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="b6e0d7eb-f44e-4bf3-922c-87599194a3b1"><sup class="FootNote_footnotesup__e73z_">3</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="b6e0d7eb-f44e-4bf3-922c-87599194a3b1" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Distress screener, 4DSQ; JR Anema et al., “Validation study of a distress screener,” <em>Journal of Occupational Rehabilitation</em>, 2009, Volume 19.</span></span></span></a></span></li> <li><em>Depression symptoms:</em> An employee having little interest or pleasure in doing things, and feeling down, depressed, or hopeless (PHQ-2 Screener).<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="33116ff6-6c02-413b-96e5-07668b5dc7b8"><sup class="FootNote_footnotesup__e73z_">4</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="33116ff6-6c02-413b-96e5-07668b5dc7b8" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Kurt Kroenke et al., “The patient health questionnaire-2: Validity of a two-item depression screener,” <em>Medical Care</em>, November 2003, Volume 41, Issue 11.</span></span></span></a></span></li> <li><em>Anxiety symptoms:</em> An employee’s feelings of nervousness, anxiousness, or being on edge, and not being able to stop or control worrying (GAD-2 Screener).<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="93ebdf03-1ed7-4479-8e94-968066998b84"><sup class="FootNote_footnotesup__e73z_">5</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="93ebdf03-1ed7-4479-8e94-968066998b84" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Kurt Kroenke et al., “Anxiety disorders in primary care: Prevalence, impairment, comorbidity, and detection,” <em>Annals of Internal Medicine</em>, March 6, 2007, Volume 146, Issue 5.</span></span></span></a></span></li> </ul> <p>Work-related outcomes assessed in our survey included:</p> <ul> <li><em>Intent to leave:</em> An employee’s desire to leave the organization in which they are currently employed in the next three to six months.</li> <li><em>Work engagement:</em> An employee’s positive motivational state of high energy combined with high levels of dedication and a strong focus on work.</li> <li><em>Organizational advocacy:</em> An employee’s willingness to recommend or endorse their organization as a place to work to friends and relatives.</li> <li><em>Work satisfaction: </em>An employee’s level of contentment or satisfaction with their current job.</li> </ul></div></div></div></div></div></div> <p>Our survey pointed to a persistent disconnection between how employees and employers perceive mental health and well-being in organizations. We see an average 22 percent gap between employer and employee perceptions—with employers consistently rating workplace dimensions associated with mental health and well-being more favorably than employees.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="743608a3-931b-475a-92f1-9d273a606678"><sup class="FootNote_footnotesup__e73z_">20</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="743608a3-931b-475a-92f1-9d273a606678" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Our survey did not link employers and employees’ responses. Therefore, these numbers are indicative of a potential gap that could be found within companies.</span></span></span></a></span></p> <p>In this report—the first of a broader series on employee mental health from the McKinsey Health Institute—we will focus on burnout, its workplace correlates, and implications for leaders. On average, one in four employees surveyed report experiencing burnout symptoms.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="6b9f5ccb-e53e-451c-b49f-b6bb8683504d"><sup class="FootNote_footnotesup__e73z_">21</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="6b9f5ccb-e53e-451c-b49f-b6bb8683504d" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Represents global average of respondents experiencing burnout symptoms (per items from Burnout Assessment Tool) sometimes, often, or always.</span></span></span></a></span> These high rates were observed around the world and among various demographics (Exhibit 1),<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="bc7e2dc4-c2ba-46f6-a1b2-ad48c82a3d78"><sup class="FootNote_footnotesup__e73z_">22</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="bc7e2dc4-c2ba-46f6-a1b2-ad48c82a3d78" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Our survey findings demonstrate small but statistically significant differences between men and women, with women reporting higher rates of burnout symptoms (along with symptoms of distress, depression, and anxiety). Differences between demographic variables across countries will be discussed in our future publications.</span></span></span></a></span> and are consistent with global trends.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="6f160a31-3359-4ff2-b380-93ba1f5e3e19"><sup class="FootNote_footnotesup__e73z_">23</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="6f160a31-3359-4ff2-b380-93ba1f5e3e19" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Ashley Abramson, “Burnout and stress are everywhere,” <em>Monitor on Psychology</em>, January 1, 2022, Volume 53, Number 1.</span></span></span></a></span></p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-inline-module-container mck-o-md-center"><div class="mdc-u-grid mdc-u-grid-gutter-lg mdc-u-grid-col-sm-1 mdc-u-grid--align-start mdc-u-mb-3 GenericItem_mck-c-generic-item__sGwKL"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f mdc-u-grid-gutter-xs GenericItem_mck-c-generic-item__content__gq1m0"><div class="mck-c-eyebrow mdc-u-ts-10"><span> 1</span></div></div></div><div class="mck-u-inline-module-border-top mck-u-inline-module-border-bottom"><picture data-component="mdc-c-picture" class="Exhibit_mck-c-exhibit__image__pyIDm"><source media="(min-width: 768px)" srcSet="/~/media/mckinsey/mckinsey%20health%20institute/our%20insights/addressing%20employee%20burnout%20are%20you%20solving%20the%20right%20problem/svgz-mentalhealth-ex1-new.svgz?cq=50&cpy=Center"/><img alt="" src="/~/media/mckinsey/mckinsey%20health%20institute/our%20insights/addressing%20employee%20burnout%20are%20you%20solving%20the%20right%20problem/svgz-mentalhealth-ex1-new.svgz?cq=50&cpy=Center" loading="lazy"/></picture></div><div class="mck-u-sr-only"></div></div> <p>So, what is behind pervasive burnout challenges worldwide? Our research suggests that employers are overlooking the role of the workplace in burnout and underinvesting in systemic solutions.</p> <h2>Employers tend to overlook the role of the workplace in driving employee mental health and well-being, engagement, and performance </h2> <p>In all 15 countries and across all dimensions assessed, toxic workplace behavior was the biggest predictor of burnout symptoms and intent to leave by a large margin<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="002bd44e-52a9-41c2-89c9-3cd9f724406a"><sup class="FootNote_footnotesup__e73z_">24</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="002bd44e-52a9-41c2-89c9-3cd9f724406a" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Measured as a function of predictive power of the dimensions assessed; predictive power was estimated based on share of outcome variability associated with each dimension; based on regression models applied to cross-sectional data (that is, measured at one point in time), rather than longitudinal data (that is, measured over time); causal relationships have not been established.</span></span></span></a></span>—predicting more than 60 percent of the total global variance. For positive outcomes (including work engagement, job satisfaction, and organization advocacy), the impact of factors assessed was more distributed—with inclusivity and belonging, supportive growth environment, sustainable work, and freedom from stigma predicting most outcomes (Exhibit 2). </p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-inline-module-container mck-o-md-center"><div class="mdc-u-grid mdc-u-grid-gutter-lg mdc-u-grid-col-sm-1 mdc-u-grid--align-start mdc-u-mb-3 GenericItem_mck-c-generic-item__sGwKL"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f mdc-u-grid-gutter-xs GenericItem_mck-c-generic-item__content__gq1m0"><div class="mck-c-eyebrow mdc-u-ts-10"><span> 2</span></div></div></div><div class="mck-u-inline-module-border-top mck-u-inline-module-border-bottom"><picture data-component="mdc-c-picture" class="Exhibit_mck-c-exhibit__image__pyIDm"><source media="(min-width: 768px)" srcSet="/~/media/mckinsey/mckinsey%20health%20institute/our%20insights/addressing%20employee%20burnout%20are%20you%20solving%20the%20right%20problem/svgz-mentalhealth-ex2-new.svgz?cq=50&cpy=Center"/><img alt="" src="/~/media/mckinsey/mckinsey%20health%20institute/our%20insights/addressing%20employee%20burnout%20are%20you%20solving%20the%20right%20problem/svgz-mentalhealth-ex2-new.svgz?cq=50&cpy=Center" loading="lazy"/></picture></div><div class="mck-u-sr-only"></div></div> <div data-module-category="" class="PullQuote_mck-c-pullquote__DbaQ5 mck-o-lg-center"><blockquote data-component="mdc-c-blockquote" class="PullQuote_mck-c-blockquote__6n21p PullQuote_mck-c-blockquote--hide-quotes__CpGpg mdc-c-blockquote mdc-c-blockquote--is-quotes___TozKo_2734c4f"><p>In all 15 countries and across all dimensions assessed, toxic workplace behavior had the biggest impact predicting burnout symptoms and intent to leave by a large margin.</p></blockquote></div> <h3>The danger of toxic workplace behavior—and its impact on burnout and attrition</h3> <p>Across the 15 countries in the survey, toxic workplace behavior is the single largest predictor of negative employee outcomes, including burnout symptoms (see sidebar “What is toxic workplace behavior?”). One in four employees report experiencing high rates of toxic behavior at work. At a global level, high rates were observed across countries, demographic groups—including gender, organizational tenure, age, virtual/in-person work, manager and nonmanager roles—and industries.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="f4077bd9-4f0a-4069-b6ab-c4c50279f8e2"><sup class="FootNote_footnotesup__e73z_">25</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="f4077bd9-4f0a-4069-b6ab-c4c50279f8e2" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Differences between demographic variables across countries will be discussed in our future articles.</span></span></span></a></span></p> <div data-component="mdc-c-module-wrapper" data-module-theme="light" data-module-background="lightest-grey" data-module-category="" data-module-gradient-position="bottom-right" class="mck-c-inline-module-container SideBar_mck-c-sidebar__bgimg-wrapper__Qj4Dt mck-o-sm-left-span SideBar_mck-c-sidebar__sidebar-wrapper__Dpjw2 SideBar_mck-c-sidebar__sidebar-wrapper--istablet__IQ6ii mck-u-screen-only mck-c-module-wrapper" data-layer-region="sidebar"><div class="SideBar_mck-c-sidebar__epoAm mck-o-md-center"><div class="SideBar_mck-c-sidebar__share-icons-wrapper__9gB_c"><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f mdc-c-link-container--display-column___X0HDD_2734c4f SideBar_mck-c-sidebar__share-icons___eQy6"><div data-component="mdc-c-dropdown-menu" class="mdc-c-drop-down"><button data-component="mdc-c-button" aria-label="" type="button" id="button_id" class="mdc-c-button___U4iY2_2734c4f mdc-c-button--ghost mdc-c-button--size-medium mdc-c-drop-down__rootmenu___yJzvz_2734c4f" aria-expanded="false" aria-haspopup="menu"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mdc-c-icon--default___f-hQM_2734c4f mdc-c-icon--size-md___yi5fA_2734c4f mck-share2-icon"></span></button><div data-component="mdc-c-module-wrapper" data-module-theme="light" data-module-background="white" data-module-category="" class=""></div></div><button data-component="mdc-c-button" aria-label="Expandable Sidebar" type="button" id="button_id" class="mdc-c-button___U4iY2_2734c4f mdc-c-button--ghost mdc-c-button--size-medium SideBar_mck-c-sidebar__toggle-btn__EL8iE" aria-expanded="false" data-layer-event-prefix="UI Item" data-layer-action="click" data-layer-category="sidebar" data-layer-subcategory="open" data-layer-text="open sidebar"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mdc-c-icon--radial___y3csX_2734c4f mdc-c-icon--size-xxl___cL3ZT_2734c4f mck-plus-no-circle-icon"></span></button></div></div><div class="SideBar_mck-c-sidebar__content-outer__UdWCq"><div class="SideBar_mck-c-sidebar__eyebrow__5GSEq"></div><div class="SideBar_mck-c-sidebar__content__raEwe"><h2 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-u-ts-3 SideBar_mck-c-sidebar__content-heading__NJekY"><div>What is toxic workplace behavior?</div></h2><div class="SideBar_mck-c-sidebar__content-description__4p9iI mdc-u-ts-7"><div class="mdc-o-content-body"><p><strong>Toxic workplace behavior </strong>is interpersonal behavior that leads to employees feeling unvalued, belittled, or unsafe, such as unfair or demeaning treatment, non-inclusive behavior, sabotaging, cutthroat competition, abusive management, and unethical behavior from leaders or coworkers. Selected questions from this dimension include agreement with the statements “My manager ridicules me,” “I work with people who belittle my ideas,” and “My manager puts me down in front of others.” </p></div></div></div></div></div></div> <p>Toxic workplace behaviors are a major cost for employers—they are heavily implicated in burnout, which correlates with intent to leave and ultimately drives attrition. In our survey, employees who report experiencing high levels of toxic behavior<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="4351bc80-a073-4ad5-a077-435421a54a42"><sup class="FootNote_footnotesup__e73z_">26</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="4351bc80-a073-4ad5-a077-435421a54a42" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">“High” represents individuals in the top quartile of responses and “low” represents individuals in the bottom quartile of responses.</span></span></span></a></span> at work are eight times more likely to experience burnout symptoms (Exhibit 3). In turn, respondents experiencing burnout symptoms were six times more likely to report they intend to leave their employers in the next three to six months (consistent with recent data pointing to toxic culture as the single largest predictor of resignation during the Great Attrition, ten times more predictive than compensation alone<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="a59ce612-cd5c-4807-a315-de276fe73f8a"><sup class="FootNote_footnotesup__e73z_">27</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="a59ce612-cd5c-4807-a315-de276fe73f8a" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Charles Sull et al., “Toxic culture is driving the Great Resignation,” MIT Sloan Management Review, January 11, 2022.</span></span></span></a></span> and associated with meaningful organizational costs<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="5808cf16-420f-494d-92f6-5741b80c5bb4"><sup class="FootNote_footnotesup__e73z_">28</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="5808cf16-420f-494d-92f6-5741b80c5bb4" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Rasmus Hougaard, “To stop the Great Resignation, we must fight dehumanization at work,” Potential Project, 2022.</span></span></span></a></span>). The opportunity for employers is clear. Studies show that intent to leave may correlate with two- to three-times higher<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="818d34ed-0d9e-47d3-b701-83452fef8af7"><sup class="FootNote_footnotesup__e73z_">29</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="818d34ed-0d9e-47d3-b701-83452fef8af7" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Bryan Bohman et al., “Estimating institutional physician turnover attributable to self-reported burnout and associated financial burden: A case study,” <em>BMC Health Services Research</em>, November 27, 2018, Volume 18, Number 1.</span></span></span></a></span> rates of attrition; conservative estimates of the cost of replacing employees range from one-half to two times their annual salary. Even without accounting for costs associated with burnout—including organizational commitment<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="1a008867-f095-4807-867b-a0863da55f0e"><sup class="FootNote_footnotesup__e73z_">30</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="1a008867-f095-4807-867b-a0863da55f0e" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Michael Leiter and Christina Maslach, “The impact of interpersonal environment on burnout and organizational commitment,” <em>Journal of Organizational Behavior</em>, October 1988, Volume 9, Number 4.</span></span></span></a></span> and higher rates of sick leave and absenteeism<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="09aef85a-af83-42ab-8ff2-2aa2fcce82f3"><sup class="FootNote_footnotesup__e73z_">31</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="09aef85a-af83-42ab-8ff2-2aa2fcce82f3" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Arnold B. Bakker et al., “Present but sick: A three-wave study on job demands, presenteeism and burnout,” <em>Career Development International</em>, 2009, Volume 14, Number 1.</span></span></span></a></span>—the business case for addressing it is compelling. The alternative—not addressing it—can lead to a downward spiral in individual and organizational performance.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="47b6e376-0b93-48fc-93df-1cfd709ac117"><sup class="FootNote_footnotesup__e73z_">32</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="47b6e376-0b93-48fc-93df-1cfd709ac117" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Arnold B. Bakker et al., “Present but sick: A three-wave study on job demands, presenteeism and burnout,” <em>Career Development International</em>, 2009, Volume 14, Number 1.</span></span></span></a></span></p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-inline-module-container mck-o-md-center"><div class="mdc-u-grid mdc-u-grid-gutter-lg mdc-u-grid-col-sm-1 mdc-u-grid--align-start mdc-u-mb-3 GenericItem_mck-c-generic-item__sGwKL"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f mdc-u-grid-gutter-xs GenericItem_mck-c-generic-item__content__gq1m0"><div class="mck-c-eyebrow mdc-u-ts-10"><span> 3</span></div></div></div><div class="mck-u-inline-module-border-top mck-u-inline-module-border-bottom"><picture data-component="mdc-c-picture" class="Exhibit_mck-c-exhibit__image__pyIDm"><source media="(min-width: 768px)" srcSet="/~/media/mckinsey/mckinsey%20health%20institute/our%20insights/addressing%20employee%20burnout%20are%20you%20solving%20the%20right%20problem/svgz-mentalhealth-ex3.svgz?cq=50&cpy=Center"/><img alt="Employees reporting high levels of toxic behavior more likely to experience burnout" src="/~/media/mckinsey/mckinsey%20health%20institute/our%20insights/addressing%20employee%20burnout%20are%20you%20solving%20the%20right%20problem/svgz-mentalhealth-ex3.svgz?cq=50&cpy=Center" loading="lazy"/></picture></div><div class="mck-u-sr-only"></div></div> <h3>Individuals’ resilience and adaptability skills may help but do not compensate for the impact of a toxic workplace</h3> <p>Toxic behavior is not an easy challenge to address. Some employers may believe the solution is simply training people to become more resilient.</p> <p>There is merit in investing in <a href="/capabilities/people-and-organizational-performance/our-insights/future-proof-solving-the-adaptability-paradox-for-the-long-term">adaptability and resiliency skill building</a>. Research indicates that employees who are more adaptable tend to have an edge in managing change and adversity.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="5c69ca32-4491-4909-9df9-2673378747dc"><sup class="FootNote_footnotesup__e73z_">33</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="5c69ca32-4491-4909-9df9-2673378747dc" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Karen van Dam, “Employee adaptability to change at work: A multidimensional, resource-based framework,” from <em>The Psychology of Organizational Change: Viewing Change from the Employee’s Perspective</em>, Cambridge, England: Cambridge University Press, 2013; Jacqueline Brassey et al., <em>Advancing Authentic Confidence Through Emotional Flexibility: An Evidence-Based Playbook of Insights, Practices and Tools to Shape Your Future</em>, second edition, Morrisville, NC: Lulu Press, 2019; B+B Vakmedianet B.V. Zeist, Netherlands (to be published Q3 2022).</span></span></span></a></span> We see that edge reflected in our survey findings: adaptability acts as a buffer<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="37116ea6-4cff-4c69-8e59-35b9c8d00c98"><sup class="FootNote_footnotesup__e73z_">34</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="37116ea6-4cff-4c69-8e59-35b9c8d00c98" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Estimated buffering effect illustrated in Exhibit 4.</span></span></span></a></span> to the impact of damaging workplace factors (such as toxic behaviors), while magnifying the benefit of supportive workplace factors (such as a supportive growth environment) (Exhibit 4). In a recent study, employees engaging in adaptability training experienced three times more improvement in leadership dimensions and seven times more improvement in self-reported well-being than those in the control group.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="4fd09a3c-f518-4fde-818d-f917d2c28ed0"><sup class="FootNote_footnotesup__e73z_">35</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="4fd09a3c-f518-4fde-818d-f917d2c28ed0" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">McKinsey’s People and Organization Performance - Adaptability Learning Program; multirater surveys showed improvements in adaptability outcomes, including performance in role, sustainment of well-being, successfully adapting to unplanned circumstances and change, optimism, development of new knowledge and skills; well-being results were based on self-reported progress as a result of the program.</span></span></span></a></span></p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-inline-module-container mck-o-md-center"><div class="mdc-u-grid mdc-u-grid-gutter-lg mdc-u-grid-col-sm-1 mdc-u-grid--align-start mdc-u-mb-3 GenericItem_mck-c-generic-item__sGwKL"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f mdc-u-grid-gutter-xs GenericItem_mck-c-generic-item__content__gq1m0"><div class="mck-c-eyebrow mdc-u-ts-10"><span> 4</span></div></div></div><div class="mck-u-inline-module-border-top mck-u-inline-module-border-bottom"><picture data-component="mdc-c-picture" class="Exhibit_mck-c-exhibit__image__pyIDm"><source media="(min-width: 768px)" srcSet="/~/media/mckinsey/mckinsey%20health%20institute/our%20insights/addressing%20employee%20burnout%20are%20you%20solving%20the%20right%20problem/svgz-mentalhealth-ex4.svgz?cq=50&cpy=Center"/><img alt="Affective adaptability buffers the effect of toxic workplace behavior" src="/~/media/mckinsey/mckinsey%20health%20institute/our%20insights/addressing%20employee%20burnout%20are%20you%20solving%20the%20right%20problem/svgz-mentalhealth-ex4.svgz?cq=50&cpy=Center" loading="lazy"/></picture></div><div class="mck-u-sr-only"></div></div> <p>However, employers who see building resilience and adaptability skills in individuals as the sole solution to toxic behavior and burnout challenges are misguided. Here is why.</p> <p>Individual skills cannot compensate for unsupportive workplace factors. When it comes to the effect of individual skills, leaders should be particularly cautious not to misinterpret “favorable” outcomes (for example, buffered impact of toxic behaviors across more adaptable employees) as absence of underlying workplace issues that should be addressed.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="f432bc95-a863-412e-ade1-33fb4faa5357"><sup class="FootNote_footnotesup__e73z_">36</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="f432bc95-a863-412e-ade1-33fb4faa5357" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Tomas Chamorro-Premuzic, “To prevent burnout, hire better bosses,” <em>Harvard Business Review</em>, August 23, 2019.</span></span></span></a></span></p> <p>Also, while more adaptable employees are better equipped to work in poor environments, they are less likely to tolerate them. In our survey, employees with high adaptability were 60 percent more likely to report intent to leave their organization if they experienced high levels of toxic behavior at work than those with low adaptability (which may possibly relate to a higher level of self-confidence<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="47fa2b92-1dc9-4774-bd71-89e0707a1fa4"><sup class="FootNote_footnotesup__e73z_">37</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="47fa2b92-1dc9-4774-bd71-89e0707a1fa4" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Brassey et al. found that as a result of a learning program, employees who developed emotional flexibility skills, a concept related to affective adaptability but also strongly linked to connecting with purpose, developed a higher self-confidence over time; Jacqueline Brassey et al., “Emotional flexibility and general self-efficacy: A pilot training intervention study with knowledge workers,” <em>PLOS ONE</em>, October 14, 2020, Volume 15, Number 10.</span></span></span></a></span>). Therefore, relying on improving employee adaptability without addressing broader workplace factors puts employers at an even higher risk of losing some of its most resilient, adaptable employees.</p> <div data-module-category="" class="PullQuote_mck-c-pullquote__DbaQ5 mck-o-lg-center"><blockquote data-component="mdc-c-blockquote" class="PullQuote_mck-c-blockquote__6n21p PullQuote_mck-c-blockquote--hide-quotes__CpGpg mdc-c-blockquote mdc-c-blockquote--is-quotes___TozKo_2734c4f"><p>Employees with high adaptability were 60 percent more likely to report intent to leave their organization if they experienced high levels of toxic behavior at work than those with low adaptability.</p></blockquote></div> <h2>What this means for employers: Why organizations should take a systemic approach to improving employee mental health and well-being</h2> <p>We often think of employee mental health, well-being, and burnout as a personal problem. That’s why most companies have responded to symptoms by offering resources focused on individuals such as wellness programs.</p> <p>However, the findings in our global survey and research are clear. Burnout is experienced by individuals, but the most powerful drivers of burnout are systemic organizational imbalances across job demands and job resources. So, employers can and should view high rates of burnout as a powerful warning sign that the organization—not the individuals in the workforce—needs to undergo meaningful systematic change.</p> <div data-module-category="" class="PullQuote_mck-c-pullquote__DbaQ5 mck-o-lg-center"><blockquote data-component="mdc-c-blockquote" class="PullQuote_mck-c-blockquote__6n21p PullQuote_mck-c-blockquote--hide-quotes__CpGpg mdc-c-blockquote mdc-c-blockquote--is-quotes___TozKo_2734c4f"><p>Employers can and should view high rates of burnout as a powerful warning sign that the organization—not the individuals in the workforce—needs to undergo meaningful systematic change.</p></blockquote></div> <p>Taking a systemic approach means addressing both toxic workplace behavior and redesigning work to be inclusive, sustainable, and supportive of individual learning and growth, including leader and employee adaptability skills. It means rethinking organizational systems, processes, and incentives to redesign work, job expectations, and team environments.</p> <p>As an employer, you can’t “yoga” your way out of these challenges. Employers who try to improve burnout without addressing toxic behavior are likely to fail. Our survey shows that improving all other organization factors assessed (without addressing toxic behavior) does not meaningfully improve reported levels of burnout symptoms. Yet, when toxic behavior levels are low, each additional intervention contributes to reducing negative outcomes and increasing positive ones.</p> <p>The interactive graphic shows the estimated interplay between the drivers and outcomes, based on our survey data (Exhibit 5).</p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-o-md-center mck-c-module-wrapper"><div class="mck-u-screen-only" id="interactive-mhi_interactive_test-apps-emhw-bar-chart" aria-label="Visualization to explore the opportunity for employers to address key workplace factors and their potential impact on key outcomes." role="document"></div></div> <p>Taking a preventative, systemic approach—focused on addressing the roots of the problem (as opposed to remediating symptoms)—is hard. But the upside for employers is a far greater ability to attract and retain valuable talent over time.</p> <h2>The good news: Although there are no silver bullets, there are opportunities for leaders to drive material change</h2> <p>We see a parallel between the evolution of global supply chains and talent. Many companies optimized supply chains for “just in time” delivery, and talent was optimized to drive operational efficiency and effectiveness. As supply chains come under increasing pressure, many companies recognize the need to redesign and optimize supply chains for resilience and sustainability, and the need to take an end-to-end approach to the solutions. The same principles apply to talent.</p> <p>We acknowledge that the factors associated with improving employee mental health and well-being (including organizational-, team-, and individual-level factors) are numerous and complex. And taking a whole-systems approach is not easy.</p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-disruptor1up mck-o-md-center mck-u-inline-module-border-top mck-u-inline-module-border-bottom mck-u-screen-only" data-layer-region="disruptor-1up"><div class="mdc-u-grid mdc-u-grid-gutter-md mdc-u-grid-col-lg-12 mdc-u-grid-col-md-12 "><div class="mdc-u-grid-col-md-span-12"><header data-component="mdc-c-header" class="mdc-c-header"><div class="mdc-c-header__block___i1Lg-_2734c4f"><h3 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f"><div>Would you like to learn more about the <a href="/mhi/overview">McKinsey Health Institute</a>?</div></h3></div></header><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f mdc-c-link-container--display-column___X0HDD_2734c4f mck-c-disruptor1up__content Disruptor1Up_mck-c-disruptor1up__content--links__VV4lE mdc-u-grid-gutter-md"><a data-component="mdc-c-link" href="/mhi/overview" class="mdc-c-link-cta___NBQVi_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Visit the page</span><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mck-link-arrow-right-icon"></span></a></div></div></div></div> <p>Despite the growing momentum toward better employee mental health and well-being (across business and academic communities), we’re still early on the journey. We don’t yet have sufficient evidence to conclude which interventions work most effectively—or a complete understanding of why they work and how they affect return on investment.</p> <p>That said, efforts to mobilize the organization to rethink work—in ways that are compatible with both employee and employer goals—are likely to pay off in the long term. To help spark that conversation in your organization, we offer eight targeted questions and example strategies with the potential to address some of the burnout-related challenges discussed in this article.</p> <h3>Do we treat employee mental health and well-being as a strategic priority?</h3> <p>This is fundamental to success. When a large organization achieved a 7 percent reduction in employee burnout rates (compared with an 11 percent increase in the national average within the industry over the same period), the CEO believed that leadership and sustained attention from the highest level of the organization were the “key to making progress.”<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="045d5038-3508-42ec-bd1a-da2ef8bcb1be"><sup class="FootNote_footnotesup__e73z_">38</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="045d5038-3508-42ec-bd1a-da2ef8bcb1be" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">John H. Noseworthy and Tait D Shanafelt, “Executive leadership and physician well‐being: Nine organizational strategies to promote engagement and reduce burnout,” <em>Mayo Clinic Proceedings</em>, January 2017, Volume 92, Number 1.</span></span></span></a></span> Senior executives recognized employee mental health and well-being as a strategic priority. Executives publicly acknowledged the issues and listened to employee needs through a wide range of formats—including town halls, workshops, and employee interviews (our research suggests that leaders are not <a href="/capabilities/people-and-organizational-performance/our-insights/the-organization-blog/four-ways-communications-can-engage-employees-on-the-return-to-workplace-journey">listening to their people</a> nearly enough). They prioritized issues and defined clear, time-bound measurable goals around them—with a standardized measure of burnout being given equal importance to other key performance metrics (financial metrics, safety/quality, employee turnover, and customer satisfaction). Although anonymous at the level of the individual, results were aggregated at division/department level to allow executive leadership to focus attention and resources where they were most needed.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="c7b42904-c10d-42f6-bce4-eabbe61ab28c"><sup class="FootNote_footnotesup__e73z_">39</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="c7b42904-c10d-42f6-bce4-eabbe61ab28c" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Liselotte Dyrbye et al., “Physician burnout: Contributors, consequences and solutions,” <em>Journal of Internal Medicine</em>, 2018, Volume 283, Number 6.</span></span></span></a></span> This example highlights how CEOs have the ability to create meaningful change through listening to employees and prioritizing strategies to reduce burnout. </p> <h3>Do we effectively address toxic behaviors?</h3> <p>Eliminating toxic workplace behavior is not an easy task. Organizations that tackle toxic behavior effectively deploy a <a href="/capabilities/people-and-organizational-performance/our-insights/building-the-civilized-workplace">set of integrated work practices</a> to confront the problem,<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="b71d8eee-1577-4e93-97c6-273d5a90c870"><sup class="FootNote_footnotesup__e73z_">40</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="b71d8eee-1577-4e93-97c6-273d5a90c870" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Robert I. Sutton, <em>The No Asshole Rule: Building a Civilized Workplace and Surviving One That Isn’t</em>, first edition, New York, NY: Business Plus, 2010.</span></span></span></a></span> and see treatment of others as an integral part of assessing an employee’s performance. Manifestations of toxic behavior<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="e659c155-1050-411c-ba58-12751caf3c34"><sup class="FootNote_footnotesup__e73z_">41</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="e659c155-1050-411c-ba58-12751caf3c34" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">“Why every leader,” 2022.</span></span></span></a></span> are flagged, repeat offenders either change or leave, and <a href="/featured-insights/leadership/memo-to-the-ceo-are-you-the-source-of-workplace-dysfunction">leaders take time</a> to become aware of the impact their behavior has on others. If you lead part of an organization, looking at your own behaviors, and what you tolerate in your own organization, is a good place to start.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="084ea4b8-af7e-4679-94d1-a268a8cc347a"><sup class="FootNote_footnotesup__e73z_">42</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="084ea4b8-af7e-4679-94d1-a268a8cc347a" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">“<a href="/featured-insights/mckinsey-on-books/author-talks-how-to-handle-your-work-jerk">Author Talks: How to handle your work jerk</a>,” March 29, 2022.</span></span></span></a></span></p> <div data-component="mdc-c-module-wrapper" data-module-theme="light" data-module-background="lightest-grey" data-module-category="" data-module-gradient-position="bottom-right" class="mck-c-inline-module-container SideBar_mck-c-sidebar__bgimg-wrapper__Qj4Dt mck-o-sm-left-span SideBar_mck-c-sidebar__sidebar-wrapper__Dpjw2 SideBar_mck-c-sidebar__sidebar-wrapper--istablet__IQ6ii mck-u-screen-only mck-c-module-wrapper" data-layer-region="sidebar"><div class="SideBar_mck-c-sidebar__epoAm mck-o-md-center"><div class="SideBar_mck-c-sidebar__share-icons-wrapper__9gB_c"><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f mdc-c-link-container--display-column___X0HDD_2734c4f SideBar_mck-c-sidebar__share-icons___eQy6"><div data-component="mdc-c-dropdown-menu" class="mdc-c-drop-down"><button data-component="mdc-c-button" aria-label="" type="button" id="button_id" class="mdc-c-button___U4iY2_2734c4f mdc-c-button--ghost mdc-c-button--size-medium mdc-c-drop-down__rootmenu___yJzvz_2734c4f" aria-expanded="false" aria-haspopup="menu"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mdc-c-icon--default___f-hQM_2734c4f mdc-c-icon--size-md___yi5fA_2734c4f mck-share2-icon"></span></button><div data-component="mdc-c-module-wrapper" data-module-theme="light" data-module-background="white" data-module-category="" class=""></div></div><button data-component="mdc-c-button" aria-label="Expandable Sidebar" type="button" id="button_id" class="mdc-c-button___U4iY2_2734c4f mdc-c-button--ghost mdc-c-button--size-medium SideBar_mck-c-sidebar__toggle-btn__EL8iE" aria-expanded="false" data-layer-event-prefix="UI Item" data-layer-action="click" data-layer-category="sidebar" data-layer-subcategory="open" data-layer-text="open sidebar"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mdc-c-icon--radial___y3csX_2734c4f mdc-c-icon--size-xxl___cL3ZT_2734c4f mck-plus-no-circle-icon"></span></button></div></div><div class="SideBar_mck-c-sidebar__content-outer__UdWCq"><div class="SideBar_mck-c-sidebar__eyebrow__5GSEq"></div><div class="SideBar_mck-c-sidebar__content__raEwe"><h2 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-u-ts-3 SideBar_mck-c-sidebar__content-heading__NJekY"><div>Leaders with higher self-regulation may be better, less toxic leaders </div></h2><div class="SideBar_mck-c-sidebar__content-description__4p9iI mdc-u-ts-7"><div class="mdc-o-content-body"><p><strong>Research shows </strong>that leaders’ development of self-regulation increases followers’ ratings of their effectiveness and is associated with higher team financial performance as well as a higher final team grade compared with a control group. The benefits of self-regulation also improved leaders’ development of task-relevant competencies.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="b412fd07-41cc-425a-8de1-80978e635f03"><sup class="FootNote_footnotesup__e73z_">1</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="b412fd07-41cc-425a-8de1-80978e635f03" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Robin Martin and JooBee Yeow, “The role of self-regulation in developing leaders: A longitudinal field experiment,” <em>Leadership Quarterly</em>, October 2013, Volume 24, Number 5.</span></span></span></a></span> Furthermore, building employees’ resilience and <a href="/capabilities/people-and-organizational-performance/our-insights/future-proof-solving-the-adaptability-paradox-for-the-long-term">adaptability</a> skills leads to a higher sense of agency and self-efficacy,<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="034591e0-bf80-425d-970e-3264222e70db"><sup class="FootNote_footnotesup__e73z_">2</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="034591e0-bf80-425d-970e-3264222e70db" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Jacqueline Brassey et al., “Emotional flexibility and general self-efficacy: A pilot training intervention study with knowledge workers,” <em>PLOS ONE</em>, October 14, 2020, Volume 15, Number 10; and Jacqueline Brassey et al.,<em> Advancing Authentic Confidence Through Emotional Flexibility: An Evidence-Based Playbook of Insights, Practices and Tools to Shape Your Future</em>, second edition, Morrisville, NC: Lulu Press, 2019; B+B Vakmedianet B.V. Zeist, Netherlands (to be published Q3 2022).</span></span></span></a></span> which is related to reduced burnout and improved performance.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="4b9a95e2-3034-4998-84ef-6a3d6cf316a6"><sup class="FootNote_footnotesup__e73z_">3</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="4b9a95e2-3034-4998-84ef-6a3d6cf316a6" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Charles Benight et al., “Associations between job burnout and self-efficacy: A meta-analysis,” <em>Anxiety, Stress, & Coping</em>, 2016, Volume 29, Issue 4; and Alex Stajkovic, “Self-efficacy and work-related performance: A meta-analysis,” <em>Psychological Bulletin</em>, 1998, Volume 124, Number 2. </span></span></span></a></span></p></div></div></div></div></div></div> <p>Another component of eliminating toxic behavior is cultivating supportive, <a href="/capabilities/people-and-organizational-performance/our-insights/psychological-safety-and-the-critical-role-of-leadership-development">psychologically safe work environments</a>, where toxic behaviors are less <a href="/capabilities/people-and-organizational-performance/our-insights/building-the-civilized-workplace">likely to spread</a> across the organization.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="fc12cc43-5875-4773-b467-0a41fce81734"><sup class="FootNote_footnotesup__e73z_">43</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="fc12cc43-5875-4773-b467-0a41fce81734" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Annie McKee, “Neutralize your toxic boss,” <em>Harvard Business Review</em>, September 24, 2008.</span></span></span></a></span> Effective leaders know that emotional contagion<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="2a47b73e-2187-4c1e-9c6a-f8b11bc2e70c"><sup class="FootNote_footnotesup__e73z_">44</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="2a47b73e-2187-4c1e-9c6a-f8b11bc2e70c" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">John T. Cacioppo et al., <em>Emotional Contagion</em>, Cambridge, England: Cambridge University Press, 1994.</span></span></span></a></span> may go both ways: displaying vulnerability and <a href="/capabilities/people-and-organizational-performance/our-insights/tuning-in-turning-outward-cultivating-compassionate-leadership-in-a-crisis">compassion</a> fuels more compassionate teams; displaying toxic behavior fuels more toxic teams.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="11879528-c449-4a76-90b2-30c9fca4d910"><sup class="FootNote_footnotesup__e73z_">45</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="11879528-c449-4a76-90b2-30c9fca4d910" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Michael Housman and Dylan Minor, <em>Toxic workers</em>, Harvard Business School working paper, No. 16-057, October 2015 (revised November 2015).</span></span></span></a></span> There are two caveats: toxic behavior may not be intentional—particularly if individuals are not equipped to respond with <a href="/capabilities/people-and-organizational-performance/our-insights/future-proof-solving-the-adaptability-paradox-for-the-long-term">calm</a> and compassion under pressure—and regardless of intent, toxic behavior spreads faster and wider than good behavior.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="0579965b-ed12-470a-bc84-1623512ff374"><sup class="FootNote_footnotesup__e73z_">46</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="0579965b-ed12-470a-bc84-1623512ff374" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">“To prevent burnout,” 2019.</span></span></span></a></span> To prevent unintentional dissemination of toxic behaviors, role modeling from <a href="https://www.harpercollins.com/products/deliberate-calm-jacqueline-brasseyaaron-de-smetmichiel-kruyt">adaptable</a>, self-regulating, compassionate leaders may help (see sidebar “Leaders with higher self-regulation may be better, less toxic leaders”).</p> <h3>Do we create inclusive work environments?</h3> <p>Most leaders recognize the established associations between <a href="/featured-insights/diversity-and-inclusion/diversity-wins-how-inclusion-matters">performance and inclusion</a>, but inclusion <a href="/capabilities/people-and-organizational-performance/our-insights/the-organization-blog/inclusion-doesnt-happen-by-accident-measuring-inclusion-in-a-way-that-matters">does not happen by accident</a>. Inclusion is a multifaceted construct that must be addressed comprehensively and proactively. Most companies define inclusion too narrowly and thus address it too narrowly as well. Over the past three years, <a href="/capabilities/people-and-organizational-performance/our-insights/the-organization-blog/inclusion-doesnt-happen-by-accident-measuring-inclusion-in-a-way-that-matters">we’ve broadened our perspective</a> on how to create truly inclusive workplaces and <a href="/featured-insights/diversity-and-inclusion/diversity-wins-how-inclusion-matters">developed a modern inclusion model</a>. The model includes 17 practices (based on frequency of desired behaviors) and six outcomes (based on perceptions of effectiveness). Each practice falls into one of three relationships that shape workplace inclusion: organizational systems, leaders, and peers/teammates.</p> <p>The 17 <a href="/capabilities/people-and-organizational-performance/our-insights/the-organization-blog/inclusive-workplaces-focus-on-management-practices-that-matter-not-fluff">inclusive-workplace practices</a>, when done consistently well, drive workplace inclusion and equity for all employees by providing clarity into actions that matter. For example, among <a href="/capabilities/people-and-organizational-performance/our-insights/hybrid-work-making-it-fit-with-your-diversity-equity-and-inclusion-strategy">employees working in hybrid models</a>, work–life support was the top practice employees desired improvements on—with nearly half of employees recommending prioritizing policies that support flexibility—including extended parental leave, flexible hours, and work-from-home policies.</p> <p>A truly inclusive workplace implements systems that minimize conscious and <a href="/capabilities/people-and-organizational-performance/our-insights/addressing-unconscious-bias">unconscious bias</a>, allowing employees to express themselves and connect with each other. It also features leaders who not only advocate for team members and treat them impartially but also <a href="/capabilities/people-and-organizational-performance/our-insights/the-organization-blog/how-people-not-just-policies-make-or-break-inclusive-workplaces">uphold and support all organizational systems and practices</a>. For example, one employer defined data-driven targets for the representation and advancement of diverse talent across dimensions (beyond gender and ethnicity) and role types (executive, management, technical, board)—leveraging powerful analytics to track progress and foster transparency along the way.</p> <h3>Do we enable individual growth?</h3> <p>Evidence suggests that individual growth, learning, and development programs are effective<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="89fa8765-a4a8-4e2a-af4a-9f78b8cd475e"><sup class="FootNote_footnotesup__e73z_">47</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="89fa8765-a4a8-4e2a-af4a-9f78b8cd475e" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Arnold B. Bakker and Evangelia Demerouti, “Towards a model of work engagement,” <em>Career Development International</em>, 2008, Volume 13, Issue 3.</span></span></span></a></span> ways to combat burnout and to retain and engage employees, and therefore are important for addressing growing talent and skills shortages within organizations. Employers who “double down” on talent redeployment, mobility, reskilling, and upskilling tend to see improvement across a range of financial, organizational, and employee experience metrics. In a recent study of extensive employee data, offering lateral career opportunities was two-and-half times more predictive of employee retention than compensation, and 12 times more predictive than promotions<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="578b01ac-d2f3-4174-a440-d53213fafde5"><sup class="FootNote_footnotesup__e73z_">48</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="578b01ac-d2f3-4174-a440-d53213fafde5" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">“Why every leader,” 2022.</span></span></span></a></span> —signaling an opportunity for leaders to support employee desires to learn, explore, and grow way beyond traditional career progression.</p> <p><a href="/capabilities/people-and-organizational-performance/our-insights/the-organization-blog/the-great-attrition-wanting-the-best-keeping-the-worst">Investing in your employees’ capabilities</a> can drive financial returns, is often cheaper than hiring, and signals to employees that they are valued and have an important role in the organization.</p> <h3>Do we promote sustainable work?</h3> <p>Promoting sustainable work goes beyond managing workload. It’s about enabling employees to have a sense of control and predictability, flexibility, and sufficient time for daily recovery. It’s also about leading with compassion and empathy<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="984c9793-79cd-42cc-85f5-cbb964c38249"><sup class="FootNote_footnotesup__e73z_">49</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="984c9793-79cd-42cc-85f5-cbb964c38249" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">“It’s time to eliminate bad bosses. They are harmful and expensive,” Potential Project, The Human Leader, April 2022.</span></span></span></a></span>—tailoring interventions based on <a href="/capabilities/people-and-organizational-performance/our-insights/the-organization-blog/three-types-of-modern-flexibility-todays-workers-demand">where, when, and how work can be done</a>, and how different groups are more likely to (re)establish <a href="/capabilities/people-and-organizational-performance/our-insights/the-organization-blog/socio-emotional-ties-a-secret-ingredient-to-success">socio-emotional ties</a> after a long period of isolation and <a href="/capabilities/people-and-organizational-performance/our-insights/the-organization-blog/the-future-of-work-managing-three-risks-of-the-hybrid-workplace">loss of social cohesion</a>.</p> <p>One technology company is using real-time data on employee preferences to rapidly test and iterate solutions that work for specific groups around return-to-office options. To find solutions that work for your employees, consider adopting a <a href="/capabilities/people-and-organizational-performance/our-insights/the-organization-blog/the-future-of-work-managing-three-risks-of-the-hybrid-workplace">test-and-learn</a> mindset. This approach can help the organization make progress while adapting as context evolves (a hallmark of more <a href="/capabilities/people-and-organizational-performance/our-insights/what-executives-are-saying-about-the-future-of-hybrid-work">productive</a> organizations).</p> <h3>Are we holding leaders accountable?</h3> <p>Many organizations consider people leadership criteria in their performance management. Yet, there is substantial room to grow when it comes to employers providing transparency around employee mental-health and well-being objectives and metrics.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="c4e7dca9-45a5-4b4a-9911-1ab854bd85ee"><sup class="FootNote_footnotesup__e73z_">50</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="c4e7dca9-45a5-4b4a-9911-1ab854bd85ee" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline"><em>Workplace Mental Health Blogs</em>, One Mind, “Fix performance management by aligning it with employee mental health,” blog entry by Daryl Tol, March 2, 2022; Garett Slettebak, “Measuring progress on workplace mental health”, One Mind at Work, March 24, 2022.</span></span></span></a></span></p> <p>Organizations that are doing this well have set clear expectations for managers to lead in a way that is supportive of employee mental health and well-being.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="c03cfd03-9156-484e-bc96-34a3260aa5f4"><sup class="FootNote_footnotesup__e73z_">51</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="c03cfd03-9156-484e-bc96-34a3260aa5f4" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Taylor Adams et al., <em>Mind the workplace: Work health survey 2021</em>, Mental Health America, 2021.</span></span></span></a></span> They offer training to help managers identify, proactively ask about, and listen to employees’ mental-health and well-being needs. They also introduce mental-health “pulse” checks and incorporate relevant questions into the broader employee satisfaction surveys, to establish a baseline and track trends in how employees are feeling. Discussion on employee mental health and well-being can be incorporated into regular leadership meetings, including concerns, risks, and potential actions.</p> <p>To encourage leaders to lead by example and increase their accountability, some employers embed employee mental-health support into leaders’ reviews based on anonymous upward feedback from their teams. Finally, some companies are exploring if they can go even further and tie incentives to short- and long-term employee mental-health and well-being objectives.</p> <h3>Are we effectively tackling stigma?</h3> <p>As noted in a previous McKinsey <a href="/industries/healthcare/our-insights/overcoming-stigma-three-strategies-toward-better-mental-health-in-the-workplace">article</a>, the majority of employers and employees acknowledge the presence of stigma<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="5c3b1a6e-8f44-4564-80a4-1a4de66279c2"><sup class="FootNote_footnotesup__e73z_">52</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="5c3b1a6e-8f44-4564-80a4-1a4de66279c2" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">In the context of employee mental health, stigma is defined as a level of shame, prejudice, or discrimination toward people with mental-health or substance-use conditions.</span></span></span></a></span> in their workplaces. Stigma has been shown to have real costs to workforce productivity, often exacerbating underlying conditions because of people being afraid to seek help for mental-health needs and driving down an employee’s self-worth and engagement.</p> <p>We see several actions that organizations are taking to eliminate stigma.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="bd578926-9c56-493e-8415-774d1072582a"><sup class="FootNote_footnotesup__e73z_">53</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="bd578926-9c56-493e-8415-774d1072582a" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Erica Coe, Jenny Cordina, Kana Enomoto, and Nikhil Seshan, “<a href="/industries/healthcare/our-insights/overcoming-stigma-three-strategies-toward-better-mental-health-in-the-workplace">Overcoming stigma: Three strategies toward better mental health in the workplace</a>,” July 23, 2021.</span></span></span></a></span> Leading by example can make a difference, with senior leaders stepping forward to describe personal struggles with mental health, using nonstigmatizing language.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="00e05573-52bb-4a5d-b9a5-fa77e6b98e34"><sup class="FootNote_footnotesup__e73z_">54</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="00e05573-52bb-4a5d-b9a5-fa77e6b98e34" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Evelien Brouwers et al., “To disclose or not to disclose: A multi-stakeholder focus group study on mental health issues in the work environment. <em>Journal of Occupational Rehabilitation</em>, 2020, Volume 30, Number 1.</span></span></span></a></span> Leaders showing vulnerability helps to remove shame and promote a psychologically safe culture.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="a7a8126b-3fcc-43ed-a21f-2a9edc263b19"><sup class="FootNote_footnotesup__e73z_">55</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="a7a8126b-3fcc-43ed-a21f-2a9edc263b19" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline"><em>Global thriving at work framework</em>, MindForward Alliance, 2020.</span></span></span></a></span></p> <p>Stigma can also be reduced by companies prioritizing mental wellness as critical for peak performance instead of rewarding overwork at the expense of rest and renewal—rewarding an “athlete” mindset instead of overemphasizing a “hero.” This can begin to shift perception of signs of burnout or other mental-health needs as being indicative of a moral failing. Finally, creating a dedicated role to support employee mental health and well-being and appointing a senior leader, such as chief wellness officer, will increase awareness and show commitment.</p> <h3>Do our resources serve employee needs?</h3> <p>Leaders should evaluate whether mental-health and well-being resources are at parity with physical-health benefits and how frequently they are being used by employees. An increasing number of employers have expanded access to mental-health services<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="ecf711e7-c4c9-4bff-970f-b159589c5581"><sup class="FootNote_footnotesup__e73z_">56</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="ecf711e7-c4c9-4bff-970f-b159589c5581" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Charles Ingoglia, “Now more than ever, employers must provide mental health support for employees,” National Council for Mental Wellbeing, May 4, 2022.</span></span></span></a></span>; however, <a href="/industries/healthcare/our-insights/national-surveys-reveal-disconnect-between-employees-and-employers-around-mental-health-need">research</a> shows that almost 70 percent of employees find it challenging to access those services.</p> <p>In a <a href="/capabilities/people-and-organizational-performance/our-insights/great-attrition-or-great-attraction-the-choice-is-yours">previous survey</a>, 45 percent of respondents who had left their jobs cited the need to take care of family as an influential factor in their decision (with a similar proportion of respondents who are considering quitting also citing the demands of family care). Expanding childcare, nursing services, or other home- and family-focused benefits could help keep such employees from leaving and show that you value them. Patagonia, long the standard-bearer for progressive workplace policies, retains nearly 100 percent of its new mothers with on-site childcare and other benefits for parents. </p> <hr/> <p>Never in history have organizations around the world devoted so much attention and capital to improving employee mental health and well-being. It is lamentable that these investments are not always providing a good return regarding improved outcomes. Employers that take the time to understand the problem at hand—and pursue a preventative, systemic approach focused on causes instead of symptoms—should see material improvements in outcomes and succeed in attracting and retaining valuable talent. More broadly, employers globally have an opportunity to play a pivotal role in helping people achieve material improvements in health. With collaboration and shared commitment, employers can make a meaningful difference in the lives of their employees and the communities they live in.</p> <hr/> <p>The McKinsey Health Institute (MHI) is collaborating with leading organizations around the world to achieve material improvements in health—adding years to life and life to years. As part of that, MHI is focused on improving employee mental health and well-being at scale—in a way that is good for business, for employees, and for the communities they live in.</p> <p>To stay updated about MHI’s initiative on employee mental health and well-being, sign up at <a href="http://www.mckinsey.com/mhi/contact-us">McKinsey.com/mhi/contact-us</a>.</p></div><div class="container-placeholder"></div></div></div><div class="mdc-u-grid mdc-u-grid-gutter-xl"><section role="contentinfo" data-layer-region="article-about-authors" class="mdc-u-grid mdc-u-grid-col-md-12 AboutAuthor_mck-c-about-author__nRJzu"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-11"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-c-heading--title___5qyOB_2734c4f mdc-c-heading--border___K8dj3_2734c4f mdc-u-align-center"></h5><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-8 mck-u-links-inline mck-u-links-inline--secondary mdc-u-mt-5"><div><p><strong><a href="/our-people/jacqueline-brassey">Jacqueline Brassey</a></strong> is a director of research science in McKinsey’s Luxemburg office, <strong><a href="/our-people/erica-coe">Erica Coe</a></strong> is a partner in the Atlanta office, <strong>Martin Dewhurst</strong> is a senior partner in the London office, <strong><a href="/our-people/kana-enomoto">Kana Enomoto</a></strong> is a senior expert in the Washington, DC, office, and <strong><a href="/our-people/barbara-jeffery">Barbara Jeffery</a></strong> is a partner in the London office; they are all leaders with McKinsey Health Institute (MHI). <strong>Renata Giarola</strong>, in the Southern California office, and <strong>Brad Herbig</strong>, in the Philadelphia office, are consultants with MHI.</p> <p>The authors wish to thank Yueyang Chen, Elena Chit, Aaron de Smet, Soheil Eshghi, Lars Hartenstein, Tom Latkovic, David Mendelsohn, Roxy Merkand, Isidora Mitic, Bill Schaninger, Wilmar Schaufeli, Jeris Stueland, Berend Terluin, Karen van Dam, and Marieke van Hoffen for their contributions to this article.</p> <hr> <p>This article was edited by Allan Gold, a senior editorial advisor in Washington, DC, and Elizabeth Newman, an executive editor in the Chicago office.</p></div></div></div></section><section class="mdc-u-grid mdc-u-grid-col-md-12 mck-u-screen-only"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-5 mdc-u-grid-col-lg-end-9"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-c-heading--title___5qyOB_2734c4f mdc-c-heading--border___K8dj3_2734c4f mdc-u-align-center">Explore a career with us</h5><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f mdc-c-link-container--align-center___ar3mu_2734c4f"><a data-component="mdc-c-link" href="/careers/search-jobs" class="mdc-c-button___U4iY2_2734c4f mdc-c-button--secondary___Boipq_2734c4f mdc-c-button--size-large___jwpUy_2734c4f" aria-label="Search Openings" data-layer-event-prefix="CTA Link" data-layer-action="click" data-layer-category="careers" data-layer-subcategory="search" data-layer-text="Search Openings"><span class="mdc-c-link__label___Pfqtd_2734c4f">Search Openings</span></a></div></div></section></div></main></div><div data-component="mdc-c-module-wrapper" data-module-theme="light" data-module-background="lightest-grey" data-module-category="StandalonePromo" class="RelatedArticle_mck-c-article-related__GGA76 mck-u-screen-only" data-layer-region="related-articles"><div class="mdc-o-container__wrapper is-wrapped mdc-u-spaced-mobile"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-c-heading--title___5qyOB_2734c4f mdc-u-align-center">Related Articles</h5><div class="mdc-u-grid mdc-u-grid-col-md-3 RelatedArticle_items-container__s2uD0"><div class="mdc-u-grid mdc-u-grid-gutter-lg Card_card__diA2r Card_hover-effect__RGb9b"><div class="Card_wrapper-image__8b4P6"><a data-component="mdc-c-link" href="/mhi/our-insights/adding-years-to-life-and-life-to-years" class="mdc-c-link___lBbY1_2734c4f"><picture data-component="mdc-c-picture" class="Card_wrapper-image__8b4P6"><style>.picture-uniqueKey-addin-0 { aspect-ratio: 16/9 }</style><img alt="Image showing people from various ages gathered around as part of a community to illustrate how six years of higher quality life for everyone is within reach in the report titled “Adding years to life and life to years"" class="picture-uniqueKey-addin-0" src="/~/media/mckinsey/mckinsey%20health%20institute/our%20insights/adding%20years%20to%20life%20and%20life%20to%20years/launch-article-thumbnail.png?cq=50&mw=767&car=16:9&cpy=Center" loading="lazy"/></picture></a></div><div class="Card_wrapper-text__U6Y3k"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f Card_content-block__pF6Z1"><span>Report - 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With burnout at all-time highs, leaders wonder if they can make a difference. Our research suggests they can."}},"sEODescription":{"value":"Employers who aren’t employing a systemic approach are not seeing improvements in burnout and employee mental health and wellbeing."},"displayDate":{"jsonValue":{"value":"2022-05-27T00:00:00Z"}},"body":{"value":"[[Audio 1]]\n[[DownloadsSidebar]]\n\u003cp\u003e\u003cstrong\u003eThe COVID-19 pandemic\u003c/strong\u003e has accelerated and exacerbated long-standing corporate challenges to employee health and \u003ca href=\"/featured-insights/well-being-in-the-workplace\"\u003ewell-being\u003c/a\u003e, and in particular employee mental health.[[Footnote 1]] This has resulted in reports of rapidly rising rates of \u003ca href=\"/featured-insights/mckinsey-explainers/what-is-burnout\"\u003eburnout\u003c/a\u003e[[Footnote 2]] around the world (see sidebar \u0026ldquo;What is burnout?\u0026rdquo;).\u003c/p\u003e\n[[Sidebar 1]]\n\u003cp\u003eMany employers have responded by investing more into mental health and well-being than ever before. Across the globe, four in five HR leaders report that mental health and well-being is a top priority for their organization.[[Footnote 3]] Many companies offer a host of wellness benefits such as yoga, meditation app subscriptions, well-being days, and trainings on time management and productivity. In fact, it is estimated that nine in ten organizations around the world offer some form of wellness program.[[Footnote 4]]\u003c/p\u003e\n\u003cp\u003eAs laudable as these efforts are, we have found that many employers focus on individual-level interventions that remediate symptoms, rather than resolve the causes of employee burnout.[[Footnote 5]] Employing these types of interventions may lead employers to overestimate the impact of their wellness programs and benefits[[Footnote 6]] and to underestimate the critical role of the workplace in reducing burnout and supporting employee mental health and well-being.[[Footnote 7]]\u003c/p\u003e\n[[Sidebar 2]]\n\u003cp\u003eResearch shows that, when asked about aspects of their jobs that undermine their mental health and well-being,[[Footnote 8]] employees frequently cite the feeling of always being on call, unfair treatment, unreasonable workload, low autonomy, and lack of social support.[[Footnote 9]] Those are not challenges likely to be reversed with wellness programs. In fact, decades of research suggest that interventions targeting only individuals are far less likely to have a sustainable impact on employee health than systemic solutions, including organizational-level interventions.[[Footnote 10]]\u003c/p\u003e\n\u003cp\u003eSince many employers aren\u0026rsquo;t employing a systemic approach, many have weaker improvements in burnout and employee mental health and well-being than they would expect, given their investments.\u003c/p\u003e\n\u003cp\u003eOrganizations pay a high price for failure to address workplace factors[[Footnote 11]] that strongly correlate with burnout,[[Footnote 12]] such as toxic behavior.[[Footnote 13]] A growing body of evidence, including our research in this report, sheds light on how burnout and its correlates may lead to costly organizational issues such as attrition.[[Footnote 14]] Unprecedented levels of employee turnover\u0026mdash;a global phenomenon we describe as the \u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/great-attrition-or-great-attraction-the-choice-is-yours\"\u003eGreat Attrition\u003c/a\u003e\u0026mdash;make these costs more visible. Hidden costs to employers also include absenteeism, lower engagement, and decreased productivity.[[Footnote 15]]\u003c/p\u003e\n[[Sidebar 4]]\n\u003cp\u003eIn this article, we discuss findings of a recent \u003ca href=\"/mhi/overview\"\u003eMcKinsey Health Institute (MHI)\u003c/a\u003e\u0026nbsp;(see sidebar \u0026ldquo;The McKinsey Health Institute: Join us!\u0026rdquo;) global survey that sheds light on frequently overlooked workplace factors underlying employee mental health and well-being in organizations around the world. We conclude by teeing up eight questions for reflection along with recommendations on how organizations can address employee mental-health and well-being challenges by taking a systemic approach focused on changing the causes rather than the symptoms of poor outcomes. While there is no well-established playbook, we suggest employers can and should respond through interventions focused on prevention rather than remediation.\u003c/p\u003e\n\u003ch2\u003eWe are seeing persistent burnout challenges around the world \u003c/h2\u003e\n[[MostPopularArticles 5]]\n\u003cp\u003eTo better understand the disconnection between employer efforts and rising employee mental-health and well-being challenges (something we have \u003ca href=\"/industries/healthcare/our-insights/national-surveys-reveal-disconnect-between-employees-and-employers-around-mental-health-need\"\u003eobserved\u003c/a\u003e\u0026nbsp;since the start of the \u003ca href=\"/industries/healthcare/our-insights/national-employer-survey-reveals-behavioral-health-in-a-covid-19-era-as-a-major-concern\"\u003epandemic\u003c/a\u003e), between February and April 2022 we conducted a global survey of nearly 15,000 employees and 1,000 HR decision makers in 15 countries.[[Footnote 16]]\u003c/p\u003e\n\u003cp\u003eThe workplace dimensions assessed in our survey included toxic workplace behavior, sustainable work, inclusivity and belonging, supportive growth environment, freedom from stigma, organizational commitment, leadership accountability, and access to resources.[[Footnote 17]] Those dimensions were analyzed against four work-related outcomes\u0026mdash;intent to leave, work engagement, job satisfaction, and organization advocacy\u0026mdash;as well as four employee mental-health outcomes\u0026mdash;symptoms of anxiety, burnout, depression, and distress.[[Footnote 18]] Individual adaptability was also assessed[[Footnote 19]] (see sidebar \u0026ldquo;What we measured\u0026rdquo;).\u003c/p\u003e\n[[Sidebar 3]]\n\u003cp\u003eOur survey pointed to a persistent disconnection between how employees and employers perceive mental health and well-being in organizations. We see an average 22 percent gap between employer and employee perceptions\u0026mdash;with employers consistently rating workplace dimensions associated with mental health and well-being more favorably than employees.[[Footnote 20]]\u003c/p\u003e\n\u003cp\u003eIn this report\u0026mdash;the first of a broader series on employee mental health from the McKinsey Health Institute\u0026mdash;we will focus on burnout, its workplace correlates, and implications for leaders. On average, one in four employees surveyed report experiencing burnout symptoms.[[Footnote 21]] These high rates were observed around the world and among various demographics (Exhibit 1),[[Footnote 22]] and are consistent with global trends.[[Footnote 23]]\u003c/p\u003e\n[[Exhibit 1]]\n\u003cp\u003eSo, what is behind pervasive burnout challenges worldwide? Our research suggests that employers are overlooking the role of the workplace in burnout and underinvesting in systemic solutions.\u003c/p\u003e\n\u003ch2\u003eEmployers tend to overlook the role of the workplace in driving employee mental health and well-being, engagement, and performance \u003c/h2\u003e\n\u003cp\u003eIn all 15 countries and across all dimensions assessed, toxic workplace behavior was the biggest predictor of burnout symptoms and intent to leave by a large margin[[Footnote 24]]\u0026mdash;predicting more than 60 percent of the total global variance. For positive outcomes (including work engagement, job satisfaction, and organization advocacy), the impact of factors assessed was more distributed\u0026mdash;with inclusivity and belonging, supportive growth environment, sustainable work, and freedom from stigma predicting most outcomes (Exhibit 2). \u003c/p\u003e\n[[Exhibit 2]]\n[[Pullquote 1]]\n\u003ch3\u003eThe danger of toxic workplace behavior\u0026mdash;and its impact on burnout and attrition\u003c/h3\u003e\n\u003cp\u003eAcross the 15 countries in the survey, toxic workplace behavior is the single largest predictor of negative employee outcomes, including burnout symptoms (see sidebar \u0026ldquo;What is toxic workplace behavior?\u0026rdquo;). One in four employees report experiencing high rates of toxic behavior at work. At a global level, high rates were observed across countries, demographic groups\u0026mdash;including gender, organizational tenure, age, virtual/in-person work, manager and nonmanager roles\u0026mdash;and industries.[[Footnote 25]]\u003c/p\u003e\n[[Sidebar 6]]\n\u003cp\u003eToxic workplace behaviors are a major cost for employers\u0026mdash;they are heavily implicated in burnout, which correlates with intent to leave and ultimately drives attrition. In our survey, employees who report experiencing high levels of toxic behavior[[Footnote 26]] at work are eight times more likely to experience burnout symptoms (Exhibit 3). In turn, respondents experiencing burnout symptoms were six times more likely to report they intend to leave their employers in the next three to six months (consistent with recent data pointing to toxic culture as the single largest predictor of resignation during the Great Attrition, ten times more predictive than compensation alone[[Footnote 27]] and associated with meaningful organizational costs[[Footnote 28]]). The opportunity for employers is clear. Studies show that intent to leave may correlate with two- to three-times higher[[Footnote 29]] rates of attrition; conservative estimates of the cost of replacing employees range from one-half to two times their annual salary. Even without accounting for costs associated with burnout\u0026mdash;including organizational commitment[[Footnote 30]] and higher rates of sick leave and absenteeism[[Footnote 31]]\u0026mdash;the business case for addressing it is compelling. The alternative\u0026mdash;not addressing it\u0026mdash;can lead to a downward spiral in individual and organizational performance.[[Footnote 32]]\u003c/p\u003e\n[[Exhibit 3]]\n\u003ch3\u003eIndividuals\u0026rsquo; resilience and adaptability skills may help but do not compensate for the impact of a toxic workplace\u003c/h3\u003e\n\u003cp\u003eToxic behavior is not an easy challenge to address. Some employers may believe the solution is simply training people to become more resilient.\u003c/p\u003e\n\u003cp\u003eThere is merit in investing in \u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/future-proof-solving-the-adaptability-paradox-for-the-long-term\"\u003eadaptability and resiliency skill building\u003c/a\u003e. Research indicates that employees who are more adaptable tend to have an edge in managing change and adversity.[[Footnote 33]] We see that edge reflected in our survey findings: adaptability acts as a buffer[[Footnote 34]] to the impact of damaging workplace factors (such as toxic behaviors), while magnifying the benefit of supportive workplace factors (such as a supportive growth environment) (Exhibit 4). In a recent study, employees engaging in adaptability training experienced three times more improvement in leadership dimensions and seven times more improvement in self-reported well-being than those in the control group.[[Footnote 35]]\u003c/p\u003e\n[[Exhibit 4]]\n\u003cp\u003eHowever, employers who see building resilience and adaptability skills in individuals as the sole solution to toxic behavior and burnout challenges are misguided. Here is why.\u003c/p\u003e\n\u003cp\u003eIndividual skills cannot compensate for unsupportive workplace factors. When it comes to the effect of individual skills, leaders should be particularly cautious not to misinterpret \u0026ldquo;favorable\u0026rdquo; outcomes (for example, buffered impact of toxic behaviors across more adaptable employees) as absence of underlying workplace issues that should be addressed.[[Footnote 36]]\u003c/p\u003e\n\u003cp\u003eAlso, while more adaptable employees are better equipped to work in poor environments, they are less likely to tolerate them. In our survey, employees with high adaptability were 60 percent more likely to report intent to leave their organization if they experienced high levels of toxic behavior at work than those with low adaptability (which may possibly relate to a higher level of self-confidence[[Footnote 37]]). Therefore, relying on improving employee adaptability without addressing broader workplace factors puts employers at an even higher risk of losing some of its most resilient, adaptable employees.\u003c/p\u003e\n[[Pullquote 2]]\n\u003ch2\u003eWhat this means for employers: Why organizations should take a systemic approach to improving employee mental health and well-being\u003c/h2\u003e\n\u003cp\u003eWe often think of employee mental health, well-being, and burnout as a personal problem. That\u0026rsquo;s why most companies have responded to symptoms by offering resources focused on individuals such as wellness programs.\u003c/p\u003e\n\u003cp\u003eHowever, the findings in our global survey and research are clear. Burnout is experienced by individuals, but the most powerful drivers of burnout are systemic organizational imbalances across job demands and job resources. So, employers can and should view high rates of burnout as a powerful warning sign that the organization\u0026mdash;not the individuals in the workforce\u0026mdash;needs to undergo meaningful systematic change.\u003c/p\u003e\n[[Pullquote 3]]\n\u003cp\u003eTaking a systemic approach means addressing both toxic workplace behavior and redesigning work to be inclusive, sustainable, and supportive of individual learning and growth, including leader and employee adaptability skills. It means rethinking organizational systems, processes, and incentives to redesign work, job expectations, and team environments.\u003c/p\u003e\n\u003cp\u003eAs an employer, you can\u0026rsquo;t \u0026ldquo;yoga\u0026rdquo; your way out of these challenges. Employers who try to improve burnout without addressing toxic behavior are likely to fail. Our survey shows that improving all other organization factors assessed (without addressing toxic behavior) does not meaningfully improve reported levels of burnout symptoms. Yet, when toxic behavior levels are low, each additional intervention contributes to reducing negative outcomes and increasing positive ones.\u003c/p\u003e\n\u003cp\u003eThe interactive graphic shows the estimated interplay between the drivers and outcomes, based on our survey data (Exhibit 5).\u003c/p\u003e\n[[BespokeInteractive 1]]\n\u003cp\u003eTaking a preventative, systemic approach\u0026mdash;focused on addressing the roots of the problem (as opposed to remediating symptoms)\u0026mdash;is hard. But the upside for employers is a far greater ability to attract and retain valuable talent over time.\u003c/p\u003e\n\u003ch2\u003eThe good news: Although there are no silver bullets, there are opportunities for leaders to drive material change\u003c/h2\u003e\n\u003cp\u003eWe see a parallel between the evolution of global supply chains and talent. Many companies optimized supply chains for \u0026ldquo;just in time\u0026rdquo; delivery, and talent was optimized to drive operational efficiency and effectiveness. As supply chains come under increasing pressure, many companies recognize the need to redesign and optimize supply chains for resilience and sustainability, and the need to take an end-to-end approach to the solutions. The same principles apply to talent.\u003c/p\u003e\n\u003cp\u003eWe acknowledge that the factors associated with improving employee mental health and well-being (including organizational-, team-, and individual-level factors) are numerous and complex. And taking a whole-systems approach is not easy.\u003c/p\u003e\n[[Disruptor1UP dis1]]\n\u003cp\u003eDespite the growing momentum toward better employee mental health and well-being (across business and academic communities), we\u0026rsquo;re still early on the journey. We don\u0026rsquo;t yet have sufficient evidence to conclude which interventions work most effectively\u0026mdash;or a complete understanding of why they work and how they affect return on investment.\u003c/p\u003e\n\u003cp\u003eThat said, efforts to mobilize the organization to rethink work\u0026mdash;in ways that are compatible with both employee and employer goals\u0026mdash;are likely to pay off in the long term. To help spark that conversation in your organization, we offer eight targeted questions and example strategies with the potential to address some of the burnout-related challenges discussed in this article.\u003c/p\u003e\n\u003ch3\u003eDo we treat employee mental health and well-being as a strategic priority?\u003c/h3\u003e\n\u003cp\u003eThis is fundamental to success. When a large organization achieved a 7 percent reduction in employee burnout rates (compared with an 11 percent increase in the national average within the industry over the same period), the CEO believed that leadership and sustained attention from the highest level of the organization were the \u0026ldquo;key to making progress.\u0026rdquo;[[Footnote 38]] Senior executives recognized employee mental health and well-being as a strategic priority. Executives publicly acknowledged the issues and listened to employee needs through a wide range of formats\u0026mdash;including town halls, workshops, and employee interviews (our research suggests that leaders are not \u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/the-organization-blog/four-ways-communications-can-engage-employees-on-the-return-to-workplace-journey\"\u003elistening to their people\u003c/a\u003e\u0026nbsp;nearly enough). They prioritized issues and defined clear, time-bound measurable goals around them\u0026mdash;with a standardized measure of burnout being given equal importance to other key performance metrics (financial metrics, safety/quality, employee turnover, and customer satisfaction). Although anonymous at the level of the individual, results were aggregated at division/department level to allow executive leadership to focus attention and resources where they were most needed.[[Footnote 39]] This example highlights how CEOs have the ability to create meaningful change through listening to employees and prioritizing strategies to reduce burnout.\n\u003c/p\u003e\n\u003ch3\u003eDo we effectively address toxic behaviors?\u003c/h3\u003e\n\u003cp\u003eEliminating toxic workplace behavior is not an easy task. Organizations that tackle toxic behavior effectively deploy a \u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/building-the-civilized-workplace\"\u003eset of integrated work practices\u003c/a\u003e\u0026nbsp;to confront the problem,[[Footnote 40]] and see treatment of others as an integral part of assessing an employee\u0026rsquo;s performance. Manifestations of toxic behavior[[Footnote 41]] are flagged, repeat offenders either change or leave, and \u003ca href=\"/featured-insights/leadership/memo-to-the-ceo-are-you-the-source-of-workplace-dysfunction\"\u003eleaders take time\u003c/a\u003e\u0026nbsp;to become aware of the impact their behavior has on others. If you lead part of an organization, looking at your own behaviors, and what you tolerate in your own organization, is a good place to start.[[Footnote 42]]\u003c/p\u003e\n[[Sidebar 5]]\n\u003cp\u003eAnother component of eliminating toxic behavior is cultivating supportive, \u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/psychological-safety-and-the-critical-role-of-leadership-development\"\u003epsychologically safe work environments\u003c/a\u003e, where toxic behaviors are less \u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/building-the-civilized-workplace\"\u003elikely to spread\u003c/a\u003e\u0026nbsp;across the organization.[[Footnote 43]] Effective leaders know that emotional contagion[[Footnote 44]] may go both ways: displaying vulnerability and \u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/tuning-in-turning-outward-cultivating-compassionate-leadership-in-a-crisis\"\u003ecompassion\u003c/a\u003e\u0026nbsp;fuels more compassionate teams; displaying toxic behavior fuels more toxic teams.[[Footnote 45]] There are two caveats: toxic behavior may not be intentional\u0026mdash;particularly if individuals are not equipped to respond with \u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/future-proof-solving-the-adaptability-paradox-for-the-long-term\"\u003ecalm\u003c/a\u003e\u0026nbsp;and compassion under pressure\u0026mdash;and regardless of intent, toxic behavior spreads faster and wider than good behavior.[[Footnote 46]] To prevent unintentional dissemination of toxic behaviors, role modeling from \u003ca href=\"https://www.harpercollins.com/products/deliberate-calm-jacqueline-brasseyaaron-de-smetmichiel-kruyt\"\u003eadaptable\u003c/a\u003e, self-regulating, compassionate leaders may help (see sidebar \u0026ldquo;Leaders with higher self-regulation may be better, less toxic leaders\u0026rdquo;).\u003c/p\u003e\n\u003ch3\u003eDo we create inclusive work environments?\u003c/h3\u003e\n\u003cp\u003eMost leaders recognize the established associations between \u003ca href=\"/featured-insights/diversity-and-inclusion/diversity-wins-how-inclusion-matters\"\u003eperformance and inclusion\u003c/a\u003e, but inclusion \u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/the-organization-blog/inclusion-doesnt-happen-by-accident-measuring-inclusion-in-a-way-that-matters\"\u003edoes not happen by accident\u003c/a\u003e. Inclusion is a multifaceted construct that must be addressed comprehensively and proactively. Most companies define inclusion too narrowly and thus address it too narrowly as well. Over the past three years, \u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/the-organization-blog/inclusion-doesnt-happen-by-accident-measuring-inclusion-in-a-way-that-matters\"\u003ewe\u0026rsquo;ve broadened our perspective\u003c/a\u003e\u0026nbsp;on how to create truly inclusive workplaces and \u003ca href=\"/featured-insights/diversity-and-inclusion/diversity-wins-how-inclusion-matters\"\u003edeveloped a modern inclusion model\u003c/a\u003e. The model includes 17 practices (based on frequency of desired behaviors) and six outcomes (based on perceptions of effectiveness). Each practice falls into one of three relationships that shape workplace inclusion: organizational systems, leaders, and peers/teammates.\u003c/p\u003e\n\u003cp\u003eThe 17 \u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/the-organization-blog/inclusive-workplaces-focus-on-management-practices-that-matter-not-fluff\"\u003einclusive-workplace practices\u003c/a\u003e, when done consistently well, drive workplace inclusion and equity for all employees by providing clarity into actions that matter. For example, among \u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/hybrid-work-making-it-fit-with-your-diversity-equity-and-inclusion-strategy\"\u003eemployees working in hybrid models\u003c/a\u003e, work\u0026ndash;life support was the top practice employees desired improvements on\u0026mdash;with nearly half of employees recommending prioritizing policies that support flexibility\u0026mdash;including extended parental leave, flexible hours, and work-from-home policies.\u003c/p\u003e\n\u003cp\u003eA truly inclusive workplace implements systems that minimize conscious and \u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/addressing-unconscious-bias\"\u003eunconscious bias\u003c/a\u003e, allowing employees to express themselves and connect with each other. It also features leaders who not only advocate for team members and treat them impartially but also \u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/the-organization-blog/how-people-not-just-policies-make-or-break-inclusive-workplaces\"\u003euphold and support all organizational systems and practices\u003c/a\u003e. For example, one employer defined data-driven targets for the representation and advancement of diverse talent across dimensions (beyond gender and ethnicity) and role types (executive, management, technical, board)\u0026mdash;leveraging powerful analytics to track progress and foster transparency along the way.\u003c/p\u003e\n\u003ch3\u003eDo we enable individual growth?\u003c/h3\u003e\n\u003cp\u003eEvidence suggests that individual growth, learning, and development programs are effective[[Footnote 47]] ways to combat burnout and to retain and engage employees, and therefore are important for addressing growing talent and skills shortages within organizations. Employers who \u0026ldquo;double down\u0026rdquo; on talent redeployment, mobility, reskilling, and upskilling tend to see improvement across a range of financial, organizational, and employee experience metrics. In a recent study of extensive employee data, offering lateral career opportunities was two-and-half times more predictive of employee retention than compensation, and 12 times more predictive than promotions[[Footnote 48]] \u0026mdash;signaling an opportunity for leaders to support employee desires to learn, explore, and grow way beyond traditional career progression.\u003c/p\u003e\n\u003cp\u003e\u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/the-organization-blog/the-great-attrition-wanting-the-best-keeping-the-worst\"\u003eInvesting in your employees\u0026rsquo; capabilities\u003c/a\u003e can drive financial returns, is often cheaper than hiring, and signals to employees that they are valued and have an important role in the organization.\u003c/p\u003e\n\u003ch3\u003eDo we promote sustainable work?\u003c/h3\u003e\n\u003cp\u003ePromoting sustainable work goes beyond managing workload. It\u0026rsquo;s about enabling employees to have a sense of control and predictability, flexibility, and sufficient time for daily recovery. It\u0026rsquo;s also about leading with compassion and empathy[[Footnote 49]]\u0026mdash;tailoring interventions based on \u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/the-organization-blog/three-types-of-modern-flexibility-todays-workers-demand\"\u003ewhere, when, and how work can be done\u003c/a\u003e, and how different groups are more likely to (re)establish \u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/the-organization-blog/socio-emotional-ties-a-secret-ingredient-to-success\"\u003esocio-emotional ties\u003c/a\u003e\u0026nbsp;after a long period of isolation and \u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/the-organization-blog/the-future-of-work-managing-three-risks-of-the-hybrid-workplace\"\u003eloss of social cohesion\u003c/a\u003e.\u003c/p\u003e\n\u003cp\u003eOne technology company is using real-time data on employee preferences to rapidly test and iterate solutions that work for specific groups around return-to-office options. To find solutions that work for your employees, consider adopting a \u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/the-organization-blog/the-future-of-work-managing-three-risks-of-the-hybrid-workplace\"\u003etest-and-learn\u003c/a\u003e\u0026nbsp;mindset. This approach can help the organization make progress while adapting as context evolves (a hallmark of more \u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/what-executives-are-saying-about-the-future-of-hybrid-work\"\u003eproductive\u003c/a\u003e\u0026nbsp;organizations).\u003c/p\u003e\n\u003ch3\u003eAre we holding leaders accountable?\u003c/h3\u003e\n\u003cp\u003eMany organizations consider people leadership criteria in their performance management. Yet, there is substantial room to grow when it comes to employers providing transparency around employee mental-health and well-being objectives and metrics.[[Footnote 50]]\u003c/p\u003e\n\u003cp\u003eOrganizations that are doing this well have set clear expectations for managers to lead in a way that is supportive of employee mental health and well-being.[[Footnote 51]] They offer training to help managers identify, proactively ask about, and listen to employees\u0026rsquo; mental-health and well-being needs. They also introduce mental-health \u0026ldquo;pulse\u0026rdquo; checks and incorporate relevant questions into the broader employee satisfaction surveys, to establish a baseline and track trends in how employees are feeling. Discussion on employee mental health and well-being can be incorporated into regular leadership meetings, including concerns, risks, and potential actions.\u003c/p\u003e\n\u003cp\u003eTo encourage leaders to lead by example and increase their accountability, some employers embed employee mental-health support into leaders\u0026rsquo; reviews based on anonymous upward feedback from their teams. Finally, some companies are exploring if they can go even further and tie incentives to short- and long-term employee mental-health and well-being objectives.\u003c/p\u003e\n\u003ch3\u003eAre we effectively tackling stigma?\u003c/h3\u003e\n\u003cp\u003eAs noted in a previous McKinsey \u003ca href=\"/industries/healthcare/our-insights/overcoming-stigma-three-strategies-toward-better-mental-health-in-the-workplace\"\u003earticle\u003c/a\u003e, the majority of employers and employees acknowledge the presence of stigma[[Footnote 52]] in their workplaces. Stigma has been shown to have real costs to workforce productivity, often exacerbating underlying conditions because of people being afraid to seek help for mental-health needs and driving down an employee\u0026rsquo;s self-worth and engagement.\u003c/p\u003e\n\u003cp\u003eWe see several actions that organizations are taking to eliminate stigma.[[Footnote 53]] Leading by example can make a difference, with senior leaders stepping forward to describe personal struggles with mental health, using nonstigmatizing language.[[Footnote 54]] Leaders showing vulnerability helps to remove shame and promote a psychologically safe culture.[[Footnote 55]]\u003c/p\u003e\n\u003cp\u003eStigma can also be reduced by companies prioritizing mental wellness as critical for peak performance instead of rewarding overwork at the expense of rest and renewal\u0026mdash;rewarding an \u0026ldquo;athlete\u0026rdquo; mindset instead of overemphasizing a \u0026ldquo;hero.\u0026rdquo; This can begin to shift perception of signs of burnout or other mental-health needs as being indicative of a moral failing. Finally, creating a dedicated role to support employee mental health and well-being and appointing a senior leader, such as chief wellness officer, will increase awareness and show commitment.\u003c/p\u003e\n\u003ch3\u003eDo our resources serve employee needs?\u003c/h3\u003e\n\u003cp\u003eLeaders should evaluate whether mental-health and well-being resources are at parity with physical-health benefits and how frequently they are being used by employees. An increasing number of employers have expanded access to mental-health services[[footnote 56]]; however, \u003ca href=\"/industries/healthcare/our-insights/national-surveys-reveal-disconnect-between-employees-and-employers-around-mental-health-need\"\u003eresearch\u003c/a\u003e\u0026nbsp;shows that almost 70 percent of employees find it challenging to access those services.\u003c/p\u003e\n\u003cp\u003eIn a \u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/great-attrition-or-great-attraction-the-choice-is-yours\"\u003eprevious survey\u003c/a\u003e, 45 percent of respondents who had left their jobs cited the need to take care of family as an influential factor in their decision (with a similar proportion of respondents who are considering quitting also citing the demands of family care). Expanding childcare, nursing services, or other home- and family-focused benefits could help keep such employees from leaving and show that you value them. Patagonia, long the standard-bearer for progressive workplace policies, retains nearly 100 percent of its new mothers with on-site childcare and other benefits for parents.\n\u003c/p\u003e\n\u003chr /\u003e\n\u003cp\u003eNever in history have organizations around the world devoted so much attention and capital to improving employee mental health and well-being. It is lamentable that these investments are not always providing a good return regarding improved outcomes. Employers that take the time to understand the problem at hand\u0026mdash;and pursue a preventative, systemic approach focused on causes instead of symptoms\u0026mdash;should see material improvements in outcomes and succeed in attracting and retaining valuable talent. More broadly, employers globally have an opportunity to play a pivotal role in helping people achieve material improvements in health. With collaboration and shared commitment, employers can make a meaningful difference in the lives of their employees and the communities they live in.\u003c/p\u003e\n\u003chr /\u003e\n\u003cp\u003eThe McKinsey Health Institute (MHI) is collaborating with leading organizations around the world to achieve material improvements in health\u0026mdash;adding years to life and life to years. As part of that, MHI is focused on improving employee mental health and well-being at scale\u0026mdash;in a way that is good for business, for employees, and for the communities they live in.\u003c/p\u003e\n\u003cp\u003eTo stay updated about MHI\u0026rsquo;s initiative on employee mental health and well-being, sign up at \u003ca href=\"http://www.mckinsey.com/mhi/contact-us\"\u003eMcKinsey.com/mhi/contact-us\u003c/a\u003e.\u003c/p\u003e"},"isFullScreenInteractive":{"boolValue":false},"hideStickySocialShareBar":{"boolValue":false},"desktopID":{"value":""},"mobileID":{"value":""},"desktopURL":{"value":""},"mobileURL":{"value":""},"desktopPaddingPercentage":{"value":""},"mobilePaddingPercentage":{"value":""},"desktopOverrideHeight":{"value":""},"mobileOverrideHeight":{"value":""},"cerosOembedURL":{"value":""},"cerosRenderMode":{"targetItem":null},"cerosBackgroundColor":{"targetItem":null},"hideByLine":{"boolValue":false},"tableOfContentsTitle":{"value":"TABLE OF CONTENTS"},"accessStatus":{"targetItem":{"key":{"value":"RegisteredUsers"},"value":{"value":"Registered Users"}}},"articleType":{"targetItem":{"displayName":"Article"}},"hasSpecialReport":{"boolValue":false},"contentType":{"targetItem":{"displayName":"Article"}},"sourcePublication":{"targetItem":{"name":"McKinsey Health Institute","displayName":"McKinsey Health Institute","title":{"value":"McKinsey Health Institute"},"relatedlinks":{"url":"/mhi/overview"},"landinglinks":{"jsonValue":{"value":[]}}}},"externalPublication":{"value":""},"mobileReady":{"boolValue":true},"forClientsOnly":{"boolValue":false},"excludeFromClientLink":{"boolValue":false},"originalPublishDate":{"jsonValue":{"value":"2022-05-27T16:02:00Z"}},"footnotes":{"value":"\u003col\u003e\n \u003cli\u003eWhen used in this article, \u0026ldquo;mental health\u0026rdquo; is a term inclusive of positive mental health and the full range of mental, substance use, and neurological conditions.\u003c/li\u003e\n \u003cli\u003eWhen used in this article, \u0026ldquo;burnout\u0026rdquo; and \u0026ldquo;burnout symptoms\u0026rdquo; refer to work-driven burnout symptoms (per sidebar \u0026ldquo;What is burnout?\u0026rdquo;).\u003c/li\u003e\n \u003cli\u003eMcKinsey Health Institute Employee Mental Health and Wellbeing Survey, 2022: n (employee) = 14,509; n (HR decision maker) = 1,389.\u003c/li\u003e\n \u003cli\u003eCharlotte Lieberman, \u0026ldquo;What wellness programs don\u0026rsquo;t do for workers,\u0026rdquo; \u003cem\u003eHarvard Business Review\u003c/em\u003e, August 14, 2019.\u003c/li\u003e\n \u003cli\u003eAnna-Lisa Eilerts et al., \u0026ldquo;Evidence of workplace interventions\u0026mdash;A systematic review of systematic reviews,\u0026rdquo; \u003cem\u003eInternational Journal of Environmental Research and Public Health\u003c/em\u003e, 2019, Volume 16, Number 19.\u003c/li\u003e\n \u003cli\u003eKatherine Baicker et al., \u0026ldquo;Effect of a workplace wellness program on employee health and economic outcomes: A randomized clinical trial,\u0026rdquo; \u003cem\u003eJAMA\u003c/em\u003e, 2019, Volume 321, Number 15; erratum published in \u003cem\u003eJAMA\u003c/em\u003e, April 17, 2019.\u003c/li\u003e\n \u003cli\u003ePascale M. Le Blanc, et al., \u0026ldquo;Burnout interventions: An overview and illustration,\u0026rdquo; in Jonathan R. B. Halbesleben\u0026rsquo;s \u003cem\u003eHandbook of Stress and Burnout in Health Care\u003c/em\u003e, New York, NY: Nova Science Publishers, 2008; Peyman Adibi et al., \u0026ldquo;Interventions for physician burnout: A systematic review of systematic reviews,\u0026rdquo; \u003cem\u003eInternational Journal of Preventive Medicine\u003c/em\u003e, July 2018, Volume 9, Number 1.\u003c/li\u003e\n \u003cli\u003ePaula Davis, \u003cem\u003eBeating Burnout at Work: Why Teams Hold the Secret to Well-Being and Resilience\u003c/em\u003e, Philadelphia, PA: Wharton School Press, 2021.\u003c/li\u003e\n \u003cli\u003eJennifer Moss,\u003cem\u003e The Burnout Epidemic: The Rise of Chronic Stress and How We Can Fix It\u003c/em\u003e, Boston, MA: Harvard Business Review Press, 2021.\u003c/li\u003e\n \u003cli\u003eHanno Hoven et al., \u0026ldquo;Effects of organisational-level interventions at work on employees\u0026rsquo; health: A systematic review,\u0026rdquo; \u003cem\u003eBMC Public Health\u003c/em\u003e, 2014, Volume 14, Number 135.\u003c/li\u003e\n \u003cli\u003eGunnar Aronsson et al., \u0026ldquo;A systematic review including meta-analysis of work environment and burnout symptoms,\u0026rdquo; \u003cem\u003eBMC Public Health\u003c/em\u003e, 2017, Volume 17, Article 264.\u003c/li\u003e\n \u003cli\u003eSangeeta Agrawal and Ben Wigert, \u0026ldquo;Employee burnout, part 1: The 5 main causes,\u0026rdquo; Gallup, July 12, 2018.\u003c/li\u003e\n \u003cli\u003e\u003cem\u003eThe high cost of a toxic workplace culture: How culture impacts the workforce \u0026mdash; and the bottom line\u003c/em\u003e, Society for Human Resource Management, September 2019.\u003c/li\u003e\n \u003cli\u003eCaio Brighenti et al., \u0026ldquo;Why every leader needs to worry about toxic culture,\u0026rdquo; MIT Sloan Management Review, March 16, 2022.\u003c/li\u003e\n \u003cli\u003eEric Garton, \u0026ldquo;Employee burnout is a problem with the company, not the person,\u0026rdquo; \u003cem\u003eHarvard Business Review\u003c/em\u003e, April 6, 2017.\u003c/li\u003e\n \u003cli\u003eArgentina, Australia, Brazil, China, Egypt, France, Germany, India, Japan, Mexico, South Africa, Switzerland, Turkey, the United Kingdom, and the United States. The combined population of the selected countries correspond to approximately 70 percent of the global total.\u003c/li\u003e\n \u003cli\u003eThe associations of all these factors with employee health and well-being have been extensively explored in the academic literature. That literature heavily informed the development of our survey instrument. We have psychometrically validated this survey across 15 countries including its cross-cultural factorial equivalence. For certain outcome measures we collaborated with academic experts who kindly offered us their validated scales including the Burnout Assessment Tool (BAT), the Distress Screener, and the Adaptability Scale referenced below.\u003c/li\u003e\n \u003cli\u003eInstruments used were the Burnout Assessment Tool (Steffie Desart et al., \u003cem\u003eUser manual - Burnout assessment tool [BAT\u003c/em\u003e]\u003cem\u003e, - Version 2.0, \u003c/em\u003eJuly 2020) (burnout symptoms); Distress Screener (4DSQ; JR Anema et al., \u0026ldquo;Validation study of a distress screener,\u0026rdquo;\u003cem\u003e Journal of Occupational Rehabilitation\u003c/em\u003e, 2009, Volume 19) (distress); GAD-2 assessment (Priyanka Bhandari et al., \u0026ldquo;Using Generalized Anxiety Disorder-2 [GAD-2] and GAD-7 in a primary care setting,\u0026rdquo;\u003cem\u003e Cureus\u003c/em\u003e, May 20, 2021, Volume 12, Number 5) (anxiety symptoms); and the PHQ-2 assessment (Patient Health Questionnaire [PHQ-9 \u0026amp; PHQ-2], American Psychological Association) (depression symptoms).\u003c/li\u003e\n \u003cli\u003eIn this article, \u0026ldquo;adaptability\u0026rdquo; refers to the \u0026ldquo;affective adaptability\u0026rdquo; which is one sub-dimension of The Adaptability Scale instrument (Michel Meulders and Karen van Dam, \u0026ldquo;The adaptability scale: Development, internal consistency, and initial validity evidence,\u0026rdquo; \u003cem\u003eEuropean Journal of Psychological Assessment\u003c/em\u003e, 2020, Volume 37, Number 2).\u003c/li\u003e\n \u003cli\u003eOur survey did not link employers and employees\u0026rsquo; responses. Therefore, these numbers are indicative of a potential gap that could be found within companies.\u003c/li\u003e\n \u003cli\u003eRepresents global average of respondents experiencing burnout symptoms (per items from Burnout Assessment Tool) sometimes, often, or always.\u003c/li\u003e\n \u003cli\u003eOur survey findings demonstrate small but statistically significant differences between men and women, with women reporting higher rates of burnout symptoms (along with symptoms of distress, depression, and anxiety). Differences between demographic variables across countries will be discussed in our future publications.\u003c/li\u003e\n \u003cli\u003eAshley Abramson, \u0026ldquo;Burnout and stress are everywhere,\u0026rdquo; \u003cem\u003eMonitor on Psychology\u003c/em\u003e, January 1, 2022, Volume 53, Number 1.\u003c/li\u003e\n \u003cli\u003eMeasured as a function of predictive power of the dimensions assessed; predictive power was estimated based on share of outcome variability associated with each dimension; based on regression models applied to cross-sectional data (that is, measured at one point in time), rather than longitudinal data (that is, measured over time); causal relationships have not been established.\u003c/li\u003e\n \u003cli\u003eDifferences between demographic variables across countries will be discussed in our future articles.\u003c/li\u003e\n \u003cli\u003e\u0026ldquo;High\u0026rdquo; represents individuals in the top quartile of responses and \u0026ldquo;low\u0026rdquo; represents individuals in the bottom quartile of responses.\u003c/li\u003e\n \u003cli\u003eCharles Sull et al., \u0026ldquo;Toxic culture is driving the Great Resignation,\u0026rdquo; MIT Sloan Management Review, January 11, 2022.\u003c/li\u003e\n \u003cli\u003eRasmus Hougaard, \u0026ldquo;To stop the Great Resignation, we must fight dehumanization at work,\u0026rdquo; Potential Project, 2022.\u003c/li\u003e\n \u003cli\u003eBryan Bohman et al., \u0026ldquo;Estimating institutional physician turnover attributable to self-reported burnout and associated financial burden: A case study,\u0026rdquo; \u003cem\u003eBMC Health Services Research\u003c/em\u003e, November 27, 2018, Volume 18, Number 1.\u003c/li\u003e\n \u003cli\u003eMichael Leiter and Christina Maslach, \u0026ldquo;The impact of interpersonal environment on burnout and organizational commitment,\u0026rdquo; \u003cem\u003eJournal of Organizational Behavior\u003c/em\u003e, October 1988, Volume 9, Number 4.\u003c/li\u003e\n \u003cli\u003eArnold B. Bakker et al., \u0026ldquo;Present but sick: A three-wave study on job demands, presenteeism and burnout,\u0026rdquo; \u003cem\u003eCareer Development International\u003c/em\u003e, 2009, Volume 14, Number 1.\u003c/li\u003e\n \u003cli\u003eArnold B. Bakker et al., \u0026ldquo;Present but sick: A three-wave study on job demands, presenteeism and burnout,\u0026rdquo; \u003cem\u003eCareer Development International\u003c/em\u003e, 2009, Volume 14, Number 1.\u003c/li\u003e\n \u003cli\u003eKaren van Dam, \u0026ldquo;Employee adaptability to change at work: A multidimensional, resource-based framework,\u0026rdquo; from \u003cem\u003eThe Psychology of Organizational Change: Viewing Change from the Employee\u0026rsquo;s Perspective\u003c/em\u003e, Cambridge, England: Cambridge University Press, 2013; Jacqueline Brassey et al., \u003cem\u003eAdvancing Authentic Confidence Through Emotional Flexibility: An Evidence-Based Playbook of Insights, Practices and Tools to Shape Your Future\u003c/em\u003e, second edition, Morrisville, NC: Lulu Press, 2019; B+B Vakmedianet B.V. Zeist, Netherlands (to be published Q3 2022).\u003c/li\u003e\n \u003cli\u003eEstimated buffering effect illustrated in Exhibit 4.\u003c/li\u003e\n \u003cli\u003eMcKinsey\u0026rsquo;s People and Organization Performance - Adaptability Learning Program; multirater surveys showed improvements in adaptability outcomes, including performance in role, sustainment of well-being, successfully adapting to unplanned circumstances and change, optimism, development of new knowledge and skills; well-being results were based on self-reported progress as a result of the program.\u003c/li\u003e\n \u003cli\u003eTomas Chamorro-Premuzic, \u0026ldquo;To prevent burnout, hire better bosses,\u0026rdquo; \u003cem\u003eHarvard Business Review\u003c/em\u003e, August 23, 2019.\u003c/li\u003e\n \u003cli\u003eBrassey et al. found that as a result of a learning program, employees who developed emotional flexibility skills, a concept related to affective adaptability but also strongly linked to connecting with purpose, developed a higher self-confidence over time; Jacqueline Brassey et al., \u0026ldquo;Emotional flexibility and general self-efficacy: A pilot training intervention study with knowledge workers,\u0026rdquo; \u003cem\u003ePLOS ONE\u003c/em\u003e, October 14, 2020, Volume 15, Number 10.\u003c/li\u003e\n \u003cli\u003eJohn H. Noseworthy and Tait D Shanafelt, \u0026ldquo;Executive leadership and physician well‐being: Nine organizational strategies to promote engagement and reduce burnout,\u0026rdquo; \u003cem\u003eMayo Clinic Proceedings\u003c/em\u003e, January 2017, Volume 92, Number 1.\u003c/li\u003e\n \u003cli\u003eLiselotte Dyrbye et al., \u0026ldquo;Physician burnout: Contributors, consequences and solutions,\u0026rdquo; \u003cem\u003eJournal of Internal Medicine\u003c/em\u003e, 2018, Volume 283, Number 6.\u003c/li\u003e\n \u003cli\u003eRobert I. Sutton, \u003cem\u003eThe No Asshole Rule: Building a Civilized Workplace and Surviving One That Isn\u0026rsquo;t\u003c/em\u003e, first edition, New York, NY: Business Plus, 2010.\u003c/li\u003e\n \u003cli\u003e\u0026ldquo;Why every leader,\u0026rdquo; 2022.\u003c/li\u003e\n \u003cli\u003e\u0026ldquo;\u003ca href=\"/featured-insights/mckinsey-on-books/author-talks-how-to-handle-your-work-jerk\"\u003eAuthor Talks: How to handle your work jerk\u003c/a\u003e,\u0026rdquo; March 29, 2022.\u003c/li\u003e\n \u003cli\u003eAnnie McKee, \u0026ldquo;Neutralize your toxic boss,\u0026rdquo; \u003cem\u003eHarvard Business Review\u003c/em\u003e, September 24, 2008.\u003c/li\u003e\n \u003cli\u003eJohn T. Cacioppo et al., \u003cem\u003eEmotional Contagion\u003c/em\u003e, Cambridge, England: Cambridge University Press, 1994.\u003c/li\u003e\n \u003cli\u003eMichael Housman and Dylan Minor, \u003cem\u003eToxic workers\u003c/em\u003e, Harvard Business School working paper, No. 16-057, October 2015 (revised November 2015).\u003c/li\u003e\n \u003cli\u003e\u0026ldquo;To prevent burnout,\u0026rdquo; 2019.\u003c/li\u003e\n \u003cli\u003eArnold B. Bakker and Evangelia Demerouti, \u0026ldquo;Towards a model of work engagement,\u0026rdquo; \u003cem\u003eCareer Development International\u003c/em\u003e, 2008, Volume 13, Issue 3.\u003c/li\u003e\n \u003cli\u003e\u0026ldquo;Why every leader,\u0026rdquo; 2022.\u003c/li\u003e\n \u003cli\u003e\u0026ldquo;It\u0026rsquo;s time to eliminate bad bosses. They are harmful and expensive,\u0026rdquo; Potential Project, The Human Leader, April 2022.\u003c/li\u003e\n \u003cli\u003e\u003cem\u003eWorkplace Mental Health Blogs\u003c/em\u003e, One Mind, \u0026ldquo;Fix performance management by aligning it with employee mental health,\u0026rdquo; blog entry by Daryl Tol, March 2, 2022; Garett Slettebak, \u0026ldquo;Measuring progress on workplace mental health\u0026rdquo;, One Mind at Work, March 24, 2022.\u003c/li\u003e\n \u003cli\u003eTaylor Adams et al., \u003cem\u003eMind the workplace: Work health survey 2021\u003c/em\u003e, Mental Health America, 2021.\u003c/li\u003e\n \u003cli\u003eIn the context of employee mental health, stigma is defined as a level of shame, prejudice, or discrimination toward people with mental-health or substance-use conditions.\u003c/li\u003e\n \u003cli\u003eErica Coe, Jenny Cordina, Kana Enomoto, and Nikhil Seshan, \u0026ldquo;\u003ca href=\"/industries/healthcare/our-insights/overcoming-stigma-three-strategies-toward-better-mental-health-in-the-workplace\"\u003eOvercoming stigma: Three strategies toward better mental health in the workplace\u003c/a\u003e,\u0026rdquo; July 23, 2021.\u003c/li\u003e\n \u003cli\u003eEvelien Brouwers et al., \u0026ldquo;To disclose or not to disclose: A multi-stakeholder focus group study on mental health issues in the work environment. \u003cem\u003eJournal of Occupational Rehabilitation\u003c/em\u003e, 2020, Volume 30, Number 1.\u003c/li\u003e\n \u003cli\u003e\u003cem\u003eGlobal thriving at work framework\u003c/em\u003e, MindForward Alliance, 2020.\u003c/li\u003e\n \u003cli\u003eCharles Ingoglia, \u0026ldquo;Now more than ever, employers must provide mental health support for employees,\u0026rdquo; National Council for Mental Wellbeing, May 4, 2022.\u003c/li\u003e\n\u003c/ol\u003e"},"contributoryPractice":{"targetItems":[{"displayName":"McKinsey Health Institute"}]},"aboutTheAuthors":{"value":"\u003cp\u003e\u003cstrong\u003e\u003ca href=\"/our-people/jacqueline-brassey\"\u003eJacqueline Brassey\u003c/a\u003e\u003c/strong\u003e is a director of research science in McKinsey\u0026rsquo;s Luxemburg office, \u003cstrong\u003e\u003ca href=\"/our-people/erica-coe\"\u003eErica Coe\u003c/a\u003e\u003c/strong\u003e is a partner in the Atlanta office, \u003cstrong\u003eMartin Dewhurst\u003c/strong\u003e is a senior partner in the London office, \u003cstrong\u003e\u003ca href=\"/our-people/kana-enomoto\"\u003eKana Enomoto\u003c/a\u003e\u003c/strong\u003e is a senior expert in the Washington, DC, office, and \u003cstrong\u003e\u003ca href=\"/our-people/barbara-jeffery\"\u003eBarbara Jeffery\u003c/a\u003e\u003c/strong\u003e is a partner in the London office; they are all leaders with McKinsey Health Institute (MHI). \u003cstrong\u003eRenata Giarola\u003c/strong\u003e, in the Southern California office, and \u003cstrong\u003eBrad Herbig\u003c/strong\u003e, in the Philadelphia office, are consultants with MHI.\u003c/p\u003e\n\u003cp\u003eThe authors wish to thank Yueyang Chen, Elena Chit, Aaron de Smet, Soheil Eshghi, Lars Hartenstein, Tom Latkovic, David Mendelsohn, Roxy Merkand, Isidora Mitic, Bill Schaninger, Wilmar Schaufeli, Jeris Stueland, Berend Terluin, Karen van Dam, and Marieke van Hoffen for their contributions to this article.\u003c/p\u003e\n\u003chr\u003e\n\u003cp\u003eThis article was edited by Allan Gold, a senior editorial advisor in Washington, DC, and Elizabeth Newman, an executive editor in the Chicago office.\u003c/p\u003e"},"authors":{"targetItems":[]},"nonPartnerAuthors":{"targetItems":[]},"interactiveToUse":{"targetItem":null},"enableArticleComponents":{"boolValue":false},"relatedArticles":{"targetItems":[{"sourcePublication":{"targetItem":{"name":"McKinsey Health Institute"}},"publicationSource":null,"externalPublication":{"value":""},"title":{"value":"Adding years to life and life to years"},"url":{"path":"/mhi/our-insights/adding-years-to-life-and-life-to-years"},"eyebrow":{"targetItem":{"name":"Report"}},"articleType":{"targetItem":{"name":"Report"}},"contentType":{"targetItem":{"name":"Article"}},"description":{"value":"At least six years of higher quality life for everyone is within reach."},"standardImage":{"src":"/~/media/mckinsey/mckinsey health institute/our insights/adding years to life and life to years/launch-article-thumbnail.png","alt":"Image showing people from various ages gathered around as part of a community to illustrate how six years of higher quality life for everyone is within reach in the report titled “Adding years to life and life to years\""},"heroImage":null,"thumbnailImage":null},{"sourcePublication":{"targetItem":null},"publicationSource":null,"externalPublication":{"value":""},"title":{"value":"National surveys reveal disconnect between employees and employers around mental health need"},"url":{"path":"/industries/healthcare/our-insights/national-surveys-reveal-disconnect-between-employees-and-employers-around-mental-health-need"},"eyebrow":{"targetItem":{"name":"Article"}},"articleType":{"targetItem":{"name":"Article"}},"contentType":{"targetItem":{"name":"Article"}},"description":{"value":"National surveys of employers and employees provide insights into mental health needs of the US workforce and how employers can best address them."},"standardImage":{"src":"/~/media/mckinsey/industries/healthcare systems and services/our insights/national surveys reveal disconnect between employees and employers around mental health need/standard-national-surveys.jpg","alt":"National surveys reveal disconnect between employees and employers around mental health"},"heroImage":null,"thumbnailImage":null},{"sourcePublication":{"targetItem":null},"publicationSource":null,"externalPublication":{"value":""},"title":{"value":"The state of burnout for women in the workplace"},"url":{"path":"/featured-insights/diversity-and-inclusion/the-state-of-burnout-for-women-in-the-workplace"},"eyebrow":{"targetItem":{"name":"Podcast"}},"articleType":{"targetItem":{"name":"Podcast"}},"contentType":{"targetItem":{"name":"Article"}},"description":{"value":"Women are doing more to support employee well-being but face higher stress levels as a result. 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topics"}}}]},"articlesidebar":{"results":[{"mediaID":{"value":"2"},"description":{"jsonValue":{"value":"\u003cp\u003e\u003cstrong\u003eAccording to the\u003c/strong\u003e World Health Organization, burnout is an occupational phenomenon. It is driven by a chronic imbalance between job demands[[Footnote 1]] (for example, workload pressure and poor working environment) and job resources (for example, job autonomy and supportive work relationships). It is characterized by extreme tiredness, reduced ability to regulate cognitive and emotional processes, and mental distancing. Burnout has been demonstrated to be correlated with anxiety and depression, a potential predictor of broader mental health challenges.[[Footnote 2]] When used in this article, burnout does not imply a clinical condition. \u003c/p\u003e"}},"aboutTheAuthors":{"jsonValue":{"value":""}},"headline":{"jsonValue":{"value":"What is burnout? "}},"footnotes":{"value":"\u003col\u003e\n \u003cli\u003eJob demands are physical, social, or organizational aspects of the job that require sustained physical or mental effort and are therefore associated with certain physiological and psychological costs\u0026mdash;for example, work overload and expectations, interpersonal conflict, and job insecurity. Job resources are those physical, social, or organizational aspects of the job that may do any of the following: (a) be functional in achieving work goals; (b) reduce job demands and the associated physiological and psychological costs; (c) stimulate personal growth and development such as feedback, job control, social support (Wilmar B. Schaufeli and Toon W. Taris, \u0026ldquo;A critical review of the job demands-resources model: Implications for improving work and health,\u0026rdquo; from Georg F. Bauer and Oliver H\u0026auml;mmig\u0026rsquo;s \u003cem\u003eBridging Occupational, Organizational and Public Health: A Transdisciplinary Approach\u003c/em\u003e, first edition, Dordrecht, Netherlands: Springer, 2014).\u003c/li\u003e\n \u003cli\u003ePrevious meta-analytic findings demonstrate moderate positive correlations of burnout with anxiety and depression\u0026mdash;suggesting that anxiety and depression are related to burnout but represent different constructs (Katerina Georganta et al., \u0026ldquo;The relationship between burnout, depression, and anxiety: A systematic review and meta-analysis,\u0026rdquo; \u003cem\u003eFrontiers in Psychology\u003c/em\u003e, March 2019, Volume 10, Article 284).\u003c/li\u003e\n\u003c/ol\u003e"},"showShareTools":{"boolValue":true},"backgroundColor":{"targetItem":{"key":{"value":"Lightest Grey"},"value":{"value":"lightest-grey"}}},"gradientDirection":{"targetItem":{"key":{"value":"Bottom Right"},"value":{"value":"bottom-right"}}},"renderMode":{"targetItem":{"key":{"value":"Collapsible"},"value":{"value":"default"}}},"isAboutAuthor":{"boolValue":false},"background":{"targetItem":null},"image":{"src":null,"alt":""}},{"mediaID":{"value":"3"},"description":{"jsonValue":{"value":"\u003cp\u003e\u003cstrong\u003eWorkplace factors\u003c/strong\u003e assessed in our survey included:\u003c/p\u003e\n\u003cul\u003e\n \u003cli\u003e\u003cem\u003eToxic workplace behavior: \u003c/em\u003eEmployees experience interpersonal behavior that leads them to feel unvalued, belittled, or unsafe, such as unfair or demeaning treatment, noninclusive behavior, sabotaging, cutthroat competition, abusive management, and unethical behavior from leaders or coworkers.\u003c/li\u003e\n \u003cli\u003e\u003cem\u003eInclusivity and belonging: \u003c/em\u003eOrganization systems, leaders, and peers foster a welcoming and fair environment for all employees to be themselves, find connection, and meaningfully contribute.\u003c/li\u003e\n \u003cli\u003e\u003cem\u003eSustainable work:\u003c/em\u003e Organization and leaders promote work that enables a healthy balance between work and personal life, including a manageable workload and work schedule.\u003c/li\u003e\n \u003cli\u003e\u003cem\u003eSupportive growth environment:\u003c/em\u003e Managers care about employee opinions, well-being, and satisfaction and provide support and enable opportunities for growth.\u003c/li\u003e\n \u003cli\u003e\u003cem\u003eFreedom from stigma and discrimination:\u003c/em\u003e Freedom from the level of shame, prejudice, or discrimination employees perceive toward people with mental-health or substance-use conditions.\u003c/li\u003e\n \u003cli\u003e\u003cem\u003eOrganizational accountability: \u003c/em\u003eOrganization gathers feedback, tracks KPIs, aligns incentives, and measures progress against employee health goals.\u003c/li\u003e\n \u003cli\u003e\u003cem\u003eLeadership commitment:\u003c/em\u003e Leaders consider employee mental health a top priority, publicly committing to a clear strategy to improve employee mental health.\u003c/li\u003e\n \u003cli\u003e\u003cem\u003eAccess to resources: \u003c/em\u003eOrganization offers easy-to-use and accessible resources that fit individual employee needs related to mental health.[[Footnote 1]]\u003c/li\u003e\n\u003c/ul\u003e\n\u003cp\u003eHealth outcomes assessed in our survey included:\u003c/p\u003e\n\u003cul\u003e\n \u003cli\u003e\u003cem\u003eBurnout symptoms: \u003c/em\u003eAn employee\u0026rsquo;s experience of extreme tiredness, reduced ability to regulate cognitive and emotional processes, and mental distancing (Burnout Assessment Tool).[[Footnote 2]]\u003c/li\u003e\n \u003cli\u003e\u003cem\u003eDistress:\u003c/em\u003e An employee experiencing a negative stress response, often involving negative affect and physiological reactivity (4DSQ Distress Screener).[[Footnote 3]]\u003c/li\u003e\n \u003cli\u003e\u003cem\u003eDepression symptoms:\u003c/em\u003e An employee having little interest or pleasure in doing things, and feeling down, depressed, or hopeless (PHQ-2 Screener).[[Footnote 4]]\u003c/li\u003e\n \u003cli\u003e\u003cem\u003eAnxiety symptoms:\u003c/em\u003e An employee\u0026rsquo;s feelings of nervousness, anxiousness, or being on edge, and not being able to stop or control worrying (GAD-2 Screener).[[Footnote 5]]\u003c/li\u003e\n\u003c/ul\u003e\n\u003cp\u003eWork-related outcomes assessed in our survey included:\u003c/p\u003e\n\u003cul\u003e\n \u003cli\u003e\u003cem\u003eIntent to leave:\u003c/em\u003e An employee\u0026rsquo;s desire to leave the organization in which they are currently employed in the next three to six months.\u003c/li\u003e\n \u003cli\u003e\u003cem\u003eWork engagement:\u003c/em\u003e An employee\u0026rsquo;s positive motivational state of high energy combined with high levels of dedication and a strong focus on work.\u003c/li\u003e\n \u003cli\u003e\u003cem\u003eOrganizational advocacy:\u003c/em\u003e An employee\u0026rsquo;s willingness to recommend or endorse their organization as a place to work to friends and relatives.\u003c/li\u003e\n \u003cli\u003e\u003cem\u003eWork satisfaction: \u003c/em\u003eAn employee\u0026rsquo;s level of contentment or satisfaction with their current job.\u003c/li\u003e\n\u003c/ul\u003e"}},"aboutTheAuthors":{"jsonValue":{"value":""}},"headline":{"jsonValue":{"value":"What we measured "}},"footnotes":{"value":"\u003col\u003e\n \u003cli\u003eIncluding adaptability and resilience-related learning and development resources.\u003c/li\u003e\n \u003cli\u003e\u003ca href=\"https://burnoutassessmenttool.be/wp-content/uploads/2020/08/User-Manual-BAT-version-2.0.pdf\"\u003eBurnout Assessment Tool, Steffie Desart et al., \u0026ldquo;User manual - Burnout assessment tool (BAT), - Version 2.0,\u0026rdquo; July 2020.\u003c/a\u003e\u003c/li\u003e\n \u003cli\u003eDistress screener, 4DSQ; JR Anema et al., \u0026ldquo;Validation study of a distress screener,\u0026rdquo; \u003cem\u003eJournal of Occupational Rehabilitation\u003c/em\u003e, 2009, Volume 19.\u003c/li\u003e\n \u003cli\u003eKurt Kroenke et al., \u0026ldquo;The patient health questionnaire-2: Validity of a two-item depression screener,\u0026rdquo; \u003cem\u003eMedical Care\u003c/em\u003e, November 2003, Volume 41, Issue 11.\u003c/li\u003e\n \u003cli\u003eKurt Kroenke et al., \u0026ldquo;Anxiety disorders in primary care: Prevalence, impairment, comorbidity, and detection,\u0026rdquo; \u003cem\u003eAnnals of Internal Medicine\u003c/em\u003e, March 6, 2007, Volume 146, Issue 5.\u003c/li\u003e\n\u003c/ol\u003e"},"showShareTools":{"boolValue":true},"backgroundColor":{"targetItem":{"key":{"value":"Lightest Grey"},"value":{"value":"lightest-grey"}}},"gradientDirection":{"targetItem":{"key":{"value":"Bottom Right"},"value":{"value":"bottom-right"}}},"renderMode":{"targetItem":{"key":{"value":"Collapsible"},"value":{"value":"default"}}},"isAboutAuthor":{"boolValue":false},"background":{"targetItem":null},"image":{"src":null,"alt":""}},{"mediaID":{"value":"4"},"description":{"jsonValue":{"value":"\u003cp\u003e\u003cstrong\u003eThe \u003ca href=\"/mhi/overview\"\u003eMcKinsey Health Institute\u003c/a\u003e\u003c/strong\u003e (MHI) is an enduring, non-profit-generating global entity within McKinsey. MHI strives to catalyze actions across continents, sectors, and communities to achieve material improvements in health, empowering people to lead their best possible lives. MHI is fostering a strong network of organizations committed to this aspiration, including employers globally who are committed to supporting the health of their workforce and broader communities.\u003c/p\u003e\n\u003cp\u003eMHI has a near-term focus on the urgent priority of mental health, with launch of a flagship initiative around employee mental health and well-being. By convening leading employers, MHI aims to collect global data, synthesize insights, and drive innovation at scale. Through collaboration, we can truly make a difference, learn together, and co-create solutions for workplaces to become enablers of health\u0026mdash;in a way that is good for business, for employees, and for the communities in which they live.\u003c/p\u003e\n\u003cp\u003eTo stay updated about MHI\u0026rsquo;s initiative on employee mental health and well-being sign up at \u003ca href=\"https://www.mckinsey.com/mhi/contact-us\"\u003eMcKinsey.com/mhi/contact-us\u003c/a\u003e.\u003c/p\u003e"}},"aboutTheAuthors":{"jsonValue":{"value":""}},"headline":{"jsonValue":{"value":"The McKinsey Health Institute: Join us!"}},"footnotes":{"value":""},"showShareTools":{"boolValue":true},"backgroundColor":{"targetItem":{"key":{"value":"Lightest Grey"},"value":{"value":"lightest-grey"}}},"gradientDirection":{"targetItem":{"key":{"value":"Bottom Right"},"value":{"value":"bottom-right"}}},"renderMode":{"targetItem":{"key":{"value":"Collapsible"},"value":{"value":"default"}}},"isAboutAuthor":{"boolValue":false},"background":{"targetItem":null},"image":{"src":null,"alt":""}},{"mediaID":{"value":"5"},"description":{"jsonValue":{"value":"\u003cp\u003e\u003cstrong\u003eResearch shows \u003c/strong\u003ethat leaders\u0026rsquo; development of self-regulation increases followers\u0026rsquo; ratings of their effectiveness and is associated with higher team financial performance as well as a higher final team grade compared with a control group. The benefits of self-regulation also improved leaders\u0026rsquo; development of task-relevant competencies.[[Footnote 1]] Furthermore, building employees\u0026rsquo; resilience and \u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/future-proof-solving-the-adaptability-paradox-for-the-long-term\"\u003eadaptability\u003c/a\u003e\u0026nbsp;skills leads to a higher sense of agency and self-efficacy,[[Footnote 2]] which is related to reduced burnout and improved performance.[[Footnote 3]]\u003c/p\u003e"}},"aboutTheAuthors":{"jsonValue":{"value":""}},"headline":{"jsonValue":{"value":"Leaders with higher self-regulation may be better, less toxic leaders "}},"footnotes":{"value":"\u003col\u003e\n \u003cli\u003eRobin Martin and JooBee Yeow, \u0026ldquo;The role of self-regulation in developing leaders: A longitudinal field experiment,\u0026rdquo; \u003cem\u003eLeadership Quarterly\u003c/em\u003e, October 2013, Volume 24, Number 5.\u003c/li\u003e\n \u003cli\u003eJacqueline Brassey et al., \u0026ldquo;Emotional flexibility and general self-efficacy: A pilot training intervention study with knowledge workers,\u0026rdquo; \u003cem\u003ePLOS ONE\u003c/em\u003e, October 14, 2020, Volume 15, Number 10; and Jacqueline Brassey et al.,\u003cem\u003e Advancing Authentic Confidence Through Emotional Flexibility: An Evidence-Based Playbook of Insights, Practices and Tools to Shape Your Future\u003c/em\u003e, second edition, Morrisville, NC: Lulu Press, 2019; B+B Vakmedianet B.V. Zeist, Netherlands (to be published Q3 2022).\u003c/li\u003e\n \u003cli\u003eCharles Benight et al., \u0026ldquo;Associations between job burnout and self-efficacy: A meta-analysis,\u0026rdquo; \u003cem\u003eAnxiety, Stress, \u0026amp; Coping\u003c/em\u003e, 2016, Volume 29, Issue 4; and Alex Stajkovic, \u0026ldquo;Self-efficacy and work-related performance: A meta-analysis,\u0026rdquo; \u003cem\u003ePsychological Bulletin\u003c/em\u003e, 1998, Volume 124, Number 2.\n \u003c/li\u003e\n\u003c/ol\u003e"},"showShareTools":{"boolValue":true},"backgroundColor":{"targetItem":{"key":{"value":"Lightest Grey"},"value":{"value":"lightest-grey"}}},"gradientDirection":{"targetItem":{"key":{"value":"Bottom Right"},"value":{"value":"bottom-right"}}},"renderMode":{"targetItem":{"key":{"value":"Collapsible"},"value":{"value":"default"}}},"isAboutAuthor":{"boolValue":false},"background":{"targetItem":null},"image":{"src":null,"alt":""}},{"mediaID":{"value":"6"},"description":{"jsonValue":{"value":"\u003cp\u003e\u003cstrong\u003eToxic workplace behavior \u003c/strong\u003eis interpersonal behavior that leads to employees feeling unvalued, belittled, or unsafe, such as unfair or demeaning treatment, non-inclusive behavior, sabotaging, cutthroat competition, abusive management, and unethical behavior from leaders or coworkers. Selected questions from this dimension include agreement with the statements \u0026ldquo;My manager ridicules me,\u0026rdquo; \u0026ldquo;I work with people who belittle my ideas,\u0026rdquo; and \u0026ldquo;My manager puts me down in front of others.\u0026rdquo;\n\u003c/p\u003e"}},"aboutTheAuthors":{"jsonValue":{"value":""}},"headline":{"jsonValue":{"value":"What is toxic workplace behavior?"}},"footnotes":{"value":""},"showShareTools":{"boolValue":true},"backgroundColor":{"targetItem":{"key":{"value":"Lightest Grey"},"value":{"value":"lightest-grey"}}},"gradientDirection":{"targetItem":{"key":{"value":"Bottom Right"},"value":{"value":"bottom-right"}}},"renderMode":{"targetItem":{"key":{"value":"Collapsible"},"value":{"value":"default"}}},"isAboutAuthor":{"boolValue":false},"background":{"targetItem":null},"image":{"src":null,"alt":""}},{"mediaID":{"value":"1"},"description":{"jsonValue":{"value":"\u003cp\u003eThis article is a collaborative effort by \u003ca href=\"/our-people/jacqueline-brassey\"\u003eJacqueline Brassey\u003c/a\u003e, \u003ca href=\"/our-people/erica-coe\"\u003eErica Coe\u003c/a\u003e, Martin Dewhurst, \u003ca href=\"/our-people/kana-enomoto\"\u003eKana Enomoto\u003c/a\u003e, Renata Giarola, Brad Herbig, and \u003ca href=\"/our-people/barbara-jeffery\"\u003eBarbara Jeffery\u003c/a\u003e, representing the views of the McKinsey Health Institute.\u003c/p\u003e"}},"aboutTheAuthors":{"jsonValue":{"value":""}},"headline":{"jsonValue":{"value":"About the authors"}},"footnotes":{"value":""},"showShareTools":{"boolValue":true},"backgroundColor":{"targetItem":{"key":{"value":"Lightest Grey"},"value":{"value":"lightest-grey"}}},"gradientDirection":{"targetItem":{"key":{"value":"Bottom 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