Renewed Burnout Surge: What is draining Kiwis heading into 2026?

Burnout has increasingly become one of the most pressing wellbeing challenges facing workplaces today. As demands rise and resources tighten, many employees find themselves struggling to sustain performance while also preserving their mental, emotional, and physical health. Burnout is not simply about tiredness. It reflects a deeper depletion that affects motivation, clarity, and confidence, often leaving workers feeling disconnected from the work they once enjoyed.

Across New Zealand, the topic has moved to the forefront as organisations grapple with a rapidly evolving employment landscape. Hybrid work structures, technological change, and sustained economic pressures are reshaping expectations on both sides of the employment relationship. Workers are being asked to do more, adapt faster, and stay engaged through constant change, creating conditions where exhaustion and detachment can develop quietly over time.

A recent survey revealed that two thirds of Kiwi workers are heading into the new year feeling somewhat or extremely burnt out, placing renewed urgency on how employers recognise early warning signs, manage workload pressures, and strengthen cultures that genuinely support wellbeing. Understanding what is driving burnout, and what can be done about it, has never been more important.

“Burnout is a response to continued or prolonged workplace stress that has been poorly managed or mismanaged.”

On a recent NZ Market Update, NZ Managing Director, Shannon Barlow, was joined by Dr Christina Baird, Psychologist and Kindness Consultant at The Kindness Workshop NZ, to explore why burnout is escalating across Aotearoa and what leaders can do to address it. Dr Baird began by describing burnout as a prolonged experience of exhaustion, cynicism, detachment, cognitive fog, and reduced effectiveness. Shannon reflected on how familiar that description can feel, noting that “it sounded very familiar,” acknowledging that symptoms can overlap with other pressures people face.

When Shannon asked whether the finding that sixty three percent of Kiwi workers feel burnt out was surprising, Dr Baird explained she was “not surprised by that number,” highlighting workload as a central factor. She noted that many employees are “being asked to do more,” often working longer hours with little downtime. Shannon agreed, observing that leaner teams often “take on extra responsibilities,” creating conditions where fatigue builds quietly over time.

Dr Baird emphasised that burnout is driven by workplace systems rather than individual shortcomings. She pointed to rising disconnection linked to hybrid work, explaining that hybrid workers often “feel disconnected and they have less positive relationships in the workplace,” even though supportive relationships act as protective factors. Shannon acknowledged how easy it is for people to assume their exhaustion is temporary without recognising the systemic pressures shaping it.

The pace of change also played a significant role. Dr Baird noted that change itself carries emotional strain, and technological shifts are contributing to workload rather than easing it. She explained that although AI is designed to improve efficiency, “there is a real learning place where we have to allocate time to making it work well for us,” which adds another layer of pressure. Shannon recognised how constant adaptation can weigh heavily on individuals who are already stretched.

Early warning signs were another key theme. Dr Baird explained that detachment is a critical indicator, noting that leaders may notice a team member no longer volunteering ideas or showing initiative. She described physical symptoms including frequent colds, stomach complaints, sleep disturbances, and difficulty switching off. Shannon reflected on how common it is for people to normalise these signs, even though they signal deeper strain.

When Shannon asked what meaningful action organisations could take immediately, Dr Baird highlighted the importance of normalising conversations about burnout. She noted that many workplaces are hesitant to discuss it, yet early acknowledgement can prevent escalation. She added that managers often “feel ill equipped to have mental health conversations,” underscoring the need for training and support. Shannon agreed that building leader capability is a crucial step in creating healthier, more resilient teams.

What can leaders do to reduce burnout in their teams?

• Create regular, open spaces for wellbeing conversations
• Review workloads and redistribute pressure points early
• Strengthen team connection through intentional check-ins or shared rituals
• Train managers to confidently address stress and mental health
• Allow time and support for employees to adjust during periods of change