30 Employees Share What Forced Them To Quit Without Any Notice

With so many employees reporting burnout, Bored Panda was curious about the early warning signs that everyone should look out for. Davis explained to us that some of these signs include consistent procrastination, as well as a drop in productivity, and an inability to concentrate.

Another indication is that you react disproportionally strongly to small requests of your time. Davis said that this might mean someone has a "level 10 response" to a "level 1 ask."

In the meantime, employees on the verge of burnout get sick far more frequently. They especially have more low-grade sicknesses, from headaches and stomachaches to colds.

Davis, author of 'Beating Burnout at Work,' also noted that another indication that you might be burning out is that you detach from the things that you typically enjoy. For example, your date nights become less frequent. You don't work out or participate in sports as often as before. You take part in fewer social activities. You give up your hobbies. 

Workplace burnout is a global problem. Statista reports that, according to a 2022 survey, 36% of American employees experienced a moderate level of burnout. A further 15% were dealing with a high level of burnout; another 8% reported their levels of burnout as very high. Meanwhile, a 2021 survey conducted in Europe found that 66% of Polish workers were on the verge of burnout.

Meanwhile, a Deloitte survey found that 77% of respondents have experienced burnout at their current job. More than half of the workers surveyed have admitted that this has happened more than once. It’s a very widespread issue.

The reality is that far from every employee is going to stand up for justice and against unfairness in the workplace. Some people don't want to risk their careers and financial stability because they expect backlash from management.

Bored Panda asked Davis for her thoughts on how workers can still tackle those all-important issues more subtly.

"I always suggest that a good first step is to not go it alone. Is there another person (or people) on your team having the same or a similar issue, and can you approach talking about the topic together?" she urged employees to look for allies.

"You also need to be clear about the issue and be very intentional and fact-based when talking about it. Is 'unfairness' a lot of rumors about a pending sale, for example, and your team is being kept in the dark? Or is ‘unfairness’ things like incivility, workplace bullying, or the like, which have potential legal consequences for the company?"

Davis said that whatever the case might be, it's vital to document specific dates, times, and emails.

"Keep copies of emails if that's applicable. Depending on the severity of the unfairness, you may have to ask yourself some tough questions. Is this really the right environment in which to work?"

While some of the responsibility rests on the employees themselves to enforce better boundaries and take better care of their physical and mental health, management isn’t blameless. Companies need to be more aware of how the systems they have in place can and do contribute to burnout, demotivation, and top talents heading for greener pastures.

Each and every one of us is responsible for determining how much unfairness we can tolerate at work. It’s up to us to be our strongest advocates. Nobody else is going to stand up for us if we don’t start enforcing some healthy (or at least healthier) boundaries.

The problems you can face at work are incredibly varied. They can range from financial ones like unfair pay and a lack of career opportunities to social issues like toxic colleagues and micromanaging bosses.

Whatever your problem might be, it’s up to you to address it. If you wait for someone else to do it, the odds are that the issue will remain untouched. Not many people are willing to rock the boat, unless they know that they’ve got the support of at least some of their colleagues. So they’re generally willing to tolerate small-scale problems.

If you happen to have an issue with a problematic coworker, it’s best to talk to them directly. Have a friendly chat about how their behavior (rudeness, excessive gossip, etc.) is affecting you. Be clear, but be willing to look for some sort of compromise. You want to make your coworker feel understood (even if they’re completely in the wrong), not like you’re accusing them.

A major part of managing other people is about having the emotional intelligence to actively listen to others and recognize their perspectives, while looking for common ground.

Unfortunately, not all of your colleagues are going to be reasonable and empathetic. Some people are too proud, entitled, or lack the awareness to make some really needed changes in their behavior. So, your next step is to have someone mediate the conflict.

Talk to your direct manager or human resources rep so they can help you root out the core issues. It usually helps a ton if you have some evidence to back up your claims. That includes emails, messages, and other witnesses.

However, if your manager or HR are unwilling to help or their efforts seem fruitless, your range of options starts to shrink. What you can do is move higher up the corporate food chain. Talk to your boss (or your boss’ boss). If you’re part of a labor union, have them weigh in. And if things are incredibly bad (you’re being harassed or discriminated against, you’re owed pay, etc.), you may need to get your lawyer involved.