How to Reduce Employee Burnout and Boredom

We talk a lot about burnout in leadership circles—and we should. But there’s another quiet threat to performance and retention that I see all the time in my work with organizations across the country: boredom.

Not the kind of boredom that comes from having nothing to do—I'm talking about the kind that comes from having nothing meaningful to do. It’s when high-performing professionals feel underutilized, ignored, or blocked from contributing in ways that matter.

I created the Stretch Capacity™ framework to help leaders understand how to support growth at every stage of an employee’s journey. Each of us has different stretch zones—and I’ve found that when employees are consistently told “no” or kept from using their talents, they don’t just disengage. They leave.

One story stands out. I worked with a company where every C-suite leader was being challenged—except one. She told me she was busy, yes, but completely unfulfilled. Every time she tried to offer new ideas or take on more, she was shut down. Eventually, she left the company, even though she loved the mission, because she couldn’t grow there.

She’s not alone.

I’ve asked thousands of professionals what made them leave a role they once loved, and again and again they tell me: “I wasn’t growing. I wasn’t challenged. I was bored.”

Stretching isn’t just about burnout prevention—it’s about unlocking potential. When we create safe stretch zones, we invite innovation, foster trust, and keep our best people engaged.

If your employees feel stagnant, it’s not just a personal issue—it’s a leadership opportunity. How are you helping your team grow right now? How are you making space for their talents?

The opposite of burnout isn’t rest. It’s growth. And the best leaders I know don’t just stretch their teams until they snap—they stretch them so they can soar.