Burnout in the workplace is nothing new. But it turns out, it’s getting worse.
According to a new report from Glassdoor, the reviews mentioning “burnout” reached its highest levels since the company started tracking the information back in 2016. Researchers found a 44 percent increase over levels from February 2020.
The result can be detrimental, leading to increased sick days, loss of productivity, and strain on our mental, emotion and physical health.
It’s part of the reason why Daisy Auger-Dominguez, a top human capital executive and workplace strategist, decided to write her new book “Burnt Out to Lit Up.” In it, Auger-Dominguez delves into the often overlooked and difficult aspects of management, offering solutions for managers struggling to adapt and thrive.
“I wrote ‘Burnt Out to Lit Up’ because I’ve seen how burnout dims the light in even the most passionate leaders and managers—those who wake up every day determined to make a difference, only to find themselves crushed by the weight of it all,” Auger-Dominguez said. “I know that feeling intimately. I’ve been there—navigating the chaos of a global pandemic, a financial crisis, operational tension, and social upheaval, all while trying to keep myself and my team afloat. I wanted to speak directly to the people often caught in the crossfire between high expectations and the real, messy human experiences of work.”
Know Your Value recently chatted with Auger-Dominguez about the book, the disproportionate effect burnout has on women, her decision to take a “radical sabbatical,” and more.
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Below is the conversation, which has been edited for brevity and clarity:
Know Your Value: Why did you decide to write “Burnt Out to Lit Up” now?
Daisy Auger-Dominguez: Why now? Because the world of work has changed dramatically, and so have the expectations we place on those who lead. We can’t afford to ignore burnout anymore; it’s time to reimagine how we lead in a way that allows people to thrive. Burned-out leaders lose their confidence, become indecisive, and make choices that don’t serve them or their teams well. As I share in the book, “We can transform into this monster version of ourselves. But there’s still a heart there—a heart that beats with the desire to care and connect.”
This book is an invitation—a call for leaders and managers to address burnout head-on, learn to recognize it in themselves and their teams, and create environments where people don’t just survive but truly thrive.
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Know Your Value: What was the most surprising revelation you made while researching your book?
Auger-Dominguez: One of the most surprising revelations was discovering just how deep and systemic burnout really is. I initially thought burnout was mainly about overwork and stress, but it goes far deeper than that. Burnout is often tied to feeling a lack of control, recognition, and support—to feeling undervalued and unheard. I was struck by how many managers, especially women and people of color, find themselves in cycles of burnout because they’re trying to meet unrealistic expectations while navigating systemic barriers. This pushed me to focus on solutions that go beyond self-care, like creating fairer, more inclusive workplaces where everyone feels seen and valued.
I also learned that burnout can sneak up on us, but more often, it’s a matter of us not recognizing the warning signs. Self-awareness is essential to avoiding that burnout edge. It’s about tuning in to ourselves, understanding our limits, and knowing when we need to step back before it’s too late.
In “Burnt Out to Lit Up,” I emphasize the importance of self-awareness in managing our own well-being and fostering healthier team environments. It means understanding our emotions, strengths, limitations, and triggers so that we can make more thoughtful choices. It’s about being mindful of our inner world, embracing our vulnerabilities, and using that understanding to navigate stress more effectively.
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Know Your Value: You took your own 9-month work break — which you called your “radical sabbatical.” Tell us why you made this decision and the biggest lessons you learned during that time.
Auger-Dominguez: My “radical sabbatical” wasn’t a choice I made lightly; it was a necessity. I had been pushing myself too hard for too long, ignoring all the signs my body and mind were giving me. I was constantly sick, exhausted, disconnected from myself, and running on empty. I realized I was on a relentless treadmill of performance, pushing through while burnout quietly crept in. It became clear that if I didn’t take a break, I would lose myself.
But stepping back wasn’t something I could do on impulse—it took me eight months to prepare and plan for it. It was a deliberate and hard-earned choice. I had to confront the fear of pausing my career, the discomfort of not being “productive,” and the uncertainty of what a break might bring. But I knew I needed time to rest, reflect, and heal. The biggest lesson I learned is that rest isn’t something we earn only after we’ve worked ourselves to the bone; it’s a fundamental right. To lead others effectively, we first need to lead ourselves with care—taking the time and space to reconnect with what lights us up, brings us joy, and gives us purpose. Only then can we return to our work as our full, authentic selves, ready to inspire and support others. Know Your Value: Burnout can disproportionately affect women who are juggling demanding careers and caregiving duties. Do you have any tips that you think are particularly relevant for women leaders? Auger-Dominguez: Absolutely. Women, especially women of color, often bear the dual burden of demanding careers and caregiving responsibilities, which can make them more susceptible to burnout. These burdens are compounded by the weight of invisible labor—navigating bias, microaggressions, and the emotional work that often goes unrecognized. We are expected to show up, keep it all together, clean up everyone’s messes, and lead with grace, even when the world around us feels like it’s falling apart. My advice? Start by setting clear boundaries—give yourself permission to say no and prioritize your well-being without guilt. Recognize that it’s okay not to conform to everyone’s expectations and that your experiences and contributions are valid. Advocate for yourself and seek support, both personally and professionally. Build a community around you—mentors, peers, or family—who can offer perspective and encouragement for you to protect your energy, prioritize your well-being, and step into your power unapologetically, And most importantly, make time for joy. Joy isn’t a luxury; it’s a necessity. In the book, I talk about “The Hulk with Heart”—the idea that we can be both powerful and gentle, fierce and joyful. It’s about finding small moments that make us feel alive—whether that’s a walk, a coffee with a friend, or simply pausing to breathe. It also means challenging the deep-rooted narratives that push us to overperform or undervalue ourselves and replacing them with thoughts like, “I am allowed to make mistakes and learn as I go.” By embracing both our strength and our need for joy, we create space to live fully—in our work and beyond. Know Your Value: How can companies better foster an environment where employees feel comfortable seeking out resources when they do feel burnt out? Auger-Dominguez: Companies can start by creating a culture where conversations about burnout and mental health are both normalized and encouraged. Leaders should model this behavior by openly sharing their challenges and seeking help themselves, fostering an atmosphere where empathy, vulnerability, and compassion are seen as strengths rather than burdens. When leaders show vulnerability, it sends a powerful message that it’s okay to talk about feeling overwhelmed, breaking down the stigma and making it easier for others to open up. Encouraging vulnerability and connection isn’t just a feel-good exercise; it’s actually a shortcut to productivity and a driver of what organizations seek most—engagement, innovation, and resilience. It allows teams to build trust faster and communicate more effectively, ultimately leading to better results. In the book, I suggest asking questions in one-on-one meetings like, “When did you feel most productive and connected to your work this week?” or “What got in the way of a good day for you?” These questions promote transparency and emotional honesty, which are essential to a thriving workplace. A burnout-resilient culture also requires structures that prevent burnout. Encourage regular breaks, respect boundaries around after-hours communication, and promote flexible work arrangements. Ensure clear role expectations and provide resources to meet them, reducing ambiguity and excessive workloads. Offering accessible resources like employee assistance programs, mental health days, and flexible options is key. Psychological safety, where employees feel safe to share their struggles and ask for help without fear of judgment, is essential. By building trust through listening, empathy, and meaningful actions, companies can address burnout at its roots, fostering both well-being and productivity.
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