03-04-2025
Rise Of ‘Boreout Syndrome': The Opposite Of Burnout With Similar Signs
A condition known as "boreout syndrome" is sweeping the American workplace where employees show ... More similar symptoms to burnout like depression, listlessness, insomnia, stomach upset, headache and dizziness. Learn the roots of the problem and what need to be done.
A new phenomenon, known as 'boreout syndrome,' is gaining momentum in the American workplace. The condition is the absence of meaningful tasks versus the presence of work stress as with burnout. If you have "boreout syndrome,' instead of feeling overwhelmed, you're disengaged, underwhelmed and quietly clocking out. 'Boreout syndrome' can harm your mental and physical health and work culture morale, ultimately diminishing engagement and the company's bottom line.
As job disengagement reaches an all-time high among the American workforce, could you or someone you know be suffering from 'boreout syndrome?" Symptoms include depression, disinterest in the job, listlessness, apathy, insomnia, stomach upset, headache and dizziness.
Ironically, 'boreout' is the polar opposite of burnout, but its symptoms resemble the World Health Organization's symptoms of burnout: feelings of energy depletion, exhaustion and fatigue, increased mental distance from your job, along with feelings of negativism or cynicism and reduced professional efficacy.
Karishma Patel Buford, chief people officer at Spring Health, explains 'boreout syndrome' as the antithesis to burnout. 'Elements that can contribute to this can include factors such as working in the same role with the same responsibility for an extended period, not seeing clear opportunities for growth or having minimal interactions with colleagues that are socially stimulating.' He also points out that 'boreout' can happen if a company doesn't set workers up for success or create an environment that is engaging and exciting to work in.
"Boreout syndrome' isn't new. It was first given its name in 2007 in Diagnose Boreout by Peter Werder and Philippe Rothlin, two Swiss business consultants. Historically, the condition is considered the result of monotonous, repetitive tasks like assembly-line jobs or positions in which employees feel undervalued or unrecognized for their work or that lack meaning, purpose and interest.
Current day experts associate 'boreout syndrome' with the new wave of workplace detachment. I spoke by email with Annie Rosencrans, director of people and culture at HiBob, who sees 'burnout syndrome' as a symptom of The Great Disengagement. 'It's no secret that we're in the middle of an employee disengagement crisis,' she told me, 'and while some of them have initially stemmed from burnout, we're now seeing the opposite challenge come to life with 'boreout.''
Joe Calvin, chief research officer at Vistage, sees 'boreout syndrome' as the precursor to 'quiet quitting,' where workers give up, checking out mentally and emotionally, managing the minimum requirements. 'This trending term refers to employees being un-engaged and unmotivated after a prolonged period of feeling unchallenged and under-stimulated at work,' he explains.
I asked Dr. Jason Helfrich, co-founder of if 100% Chiropractic, if 'boreout' is a real medical condition or the younger generation's pay back for corporate America's RTO mandates. 'In a word, both,' he told me. "The feelings of boredom, apathy, frustration, hopelessness, being underappreciated and other signs of 'boreout' while real may not always be the fault of the employer. At least not in all instances."
Rosencrans argues that the risks with 'boreout' are not just for companies losing hours of productivity or creative brain power from their employees. It's also not having a culture built on collaboration and connection. 'As leaders and managers, it is our obligation to foster that in the company and team culture,' she declares. 'And as an employee, it is important to speak up and make the most out of your work environment in order to find your purpose and to be happy in your role.'
I spoke by email with Ilya Trakhtenberg, managing director and partner at L.E.K Consulting and co-author of Predictable Winners. Trakhtenberg points out that there's a close relationship between 'boreout' and innovation. 'In fact, they're mutually reinforcing: 'boreout' reduces an organization's ability to innovate and low innovation drives 'boreout.' The opposite is also true--a culture of innovation diminishes 'boreout,' drives engagement and enables more innovation success.'
I also spoke through email with Trakhtenberg's co-author, Stuart Jackson, vice chair of L.E.K Consulting. 'A powerful antidote to 'boreout' is putting people in teams where they have the opportunity to experiment, innovate and grow," he proposes. "A growing firm is always more energized than a stagnant one.' He encourages employers to create a culture that fosters and supports experimentation if they want to foster innovation and growth.
Buford asserts that it's the leader's responsibility to foster a workplace environment that nurtures both the professional and personal growth of employees. 'That means creating opportunities for meaningful connection, reducing feelings of isolation, and encouraging exploration through new experiences' he states, 'whether it's mentorship programs, working from a different office, cross-functional training, attending industry conferences or other growth-focused initiatives. This new trend also shines a light on the value of mental health support at work.'
Helfrich states that, although it's the responsibility of the leader/manager to provide a welcoming work environment filled with meaningful work, appreciation and chance of advancement, it's also the responsibility of the worker to find self motivation, inspiration and opportunity through taking on challenges, working through disagreements, embracing the in-office environment and enjoying the productivity that comes with a team that works together.
'If you are feeling yourself start to fade into 'boreout,' employees should seek out opportunities to connect and find a new purpose at their job,' according to Rosencrans. 'That can mean asking for new mentorship opportunities, setting up one-to-one meetings with managers to check in on progress and growth opportunities outside of formalized reviews, going into the office when possible to collaborate with other teams or asking for opportunities to upskill and try new things.'
Rosencrans acknowledges that people want to be excited, engaged and stimulated by work--both intellectually and socially. But if you're tuning out at work or losing your drive for growth or appreciation for your role, 'boreout syndrome' could be the culprit. Helfrich suggests that you look internally for motivation and ask what would inspire you to do your position at the highest level possible. Then, get on the same page with your boss and define your goals and identify the "why" behind them. At the end of the day, he advises that you question why you chose your job in the first place, make necessary changes or find a role that provides personal fulfillment.
