The Hidden Costs of Burnout: Why Leaders Should Prioritise Work-Life Balance
Debbie Morrison • June 27, 2023

Post-pandemic life has provided little respite for organisations, in fact macro-economic pressures have exacerbated an already demanding business landscape. Executives often find themselves caught in a relentless cycle of work, constantly pushing themselves to meet targets, drive growth, and deliver results. While dedication and commitment are essential for success, the cost of neglecting work-life balance can be detrimental not only to the well-being of executives but also to the overall productivity and profitability of their organisations. This article explores the hidden costs of burnout and why organisations should prioritise work-life balance for executives, presenting compelling evidence that demonstrates how a healthier work-life balance can actually increase productivity and profitability.


The food manufacturing industry poses unique challenges when it comes to providing employees with greater flexibility and work-life balance, particularly in environments where workers may be engaged in shift work on a production line. While the benefits of work-life balance apply universally, implementing flexible policies and practices in this industry requires careful consideration of operational requirements, safety regulations, and the specific needs of employees.


Flexibility vs. Freedom to Balance Work/Life Priorities

One of the key aspects of work-life balance is the ability to find a harmonious blend between professional responsibilities and personal life. Many organisations have embraced flexible work arrangements to address this issue, allowing employees to have more control over their schedules and the location of their work. While flexibility is often seen as the solution, it's important to distinguish it from freedom.


Flexibility refers to the ability to adjust working hours or work remotely occasionally, while freedom implies having autonomy and choice over how work is done. While flexibility is a step in the right direction, it often falls short of addressing the deeper issue of work-life balance. True work-life balance requires an environment where executives have the freedom to make decisions about their priorities, both in and outside of work, without feeling guilty or facing negative consequences.


When employees have the freedom to balance their work and personal priorities, they are more likely to experience higher job satisfaction, lower stress levels, and increased loyalty to their organisation. This autonomy fosters a sense of ownership and empowerment, leading to higher engagement and productivity. In fact, a study conducted by the
American Psychological Association found that employees with greater autonomy reported higher job satisfaction and were less likely to experience burnout. 


The Importance of Choice and Autonomy

Choice and autonomy are fundamental psychological needs that have a profound impact on employee well-being and organisational success. When individuals feel that they have control over their work and can make decisions aligned with their values and preferences, they are more likely to be motivated and committed.


Moreover, granting executives the autonomy to determine their work-life balance can lead to more engaged and loyal employees. According to a study conducted by the
University of Warwick, happy employees are 12% more productive than their unhappy counterparts. By providing the choice to balance work and personal commitments, organisations can create a culture of trust and mutual respect, resulting in higher levels of employee engagement and retention.


Rethinking Productivity Metrics

Traditional productivity metrics often focus on hours worked, output quantity, or meeting tight deadlines. While these metrics may provide a superficial understanding of productivity, this narrow perspective fails to account for the quality of work, creativity, and innovation that are vital for long-term success. Nor does it capture the true value that employees bring to their organisations. Executives are not machines, and their value should not be reduced to the number of hours they spend in the office. Rethinking productivity requires shifting the focus from quantity to quality, from input to output, and from presenteeism to effectiveness.


A more holistic approach to measuring productivity, considering factors such as employee well-being, work satisfaction, and overall contribution to the organisation's mission offers a better window into true performance. Instead of measuring the number of hours an employee spends at their desk, leaders can focus on outcomes achieved, impact made, and value created. Emphasising results rather than mere effort encourages employees to work smarter, not harder and allows them to prioritise tasks that truly contribute to organisational goals. 


Redefining productivity metrics sends a clear message that work-life balance is valued and that employees' well-being and contribution go beyond mere time spent at work. By recognising the importance of work-life balance and encouraging executives to take time for self-care, organisations can create an organisational culture that fosters productivity, innovation, and long-term success.


Shifting the Paradigm: The Benefits of Prioritising Work-Life Balance

Now that we've explored the hidden costs of burnout and the importance of work-life balance for executives, let's delve into the tangible benefits that organisations can reap by prioritising this crucial aspect.

  • Enhanced Productivity: Numerous studies have shown that overworked and burnt-out employees are more prone to errors, lack focus, and experience reduced cognitive abilities. In contrast, well-rested and balanced executives bring fresh perspectives, increased creativity, and improved decision-making skills to the table. Prioritising work-life balance enables executives to recharge and show up at work with renewed energy and vigour, ultimately driving higher levels of productivity.


  • Improved Employee Well-being: When executives are constantly juggling work demands and personal responsibilities, their mental and physical health suffer. Chronic stress and burnout not only impact individuals physically and emotionally but also have ripple effects on their performance and well-being. Prioritising work-life balance allows executives to prioritise self-care, reducing stress levels and promoting overall well-being. This, in turn, leads to increased job satisfaction, lower rates of absenteeism, and improved overall health.


  • Talent Attraction and Retention: In today's competitive job market, attracting and retaining high-performing executive talent is a constant challenge for organisations. Candidates are increasingly prioritising work-life balance and a supportive culture when considering potential employers. By prioritising work-life balance for executives, organisations can position themselves as employers of choice, attracting high-performing individuals who value healthy work-life integration. Furthermore, when executives experience a healthy work-life balance, they are more likely to stay with the organisation long-term, reducing turnover costs and ensuring continuity.


  • Enhanced Creativity and Innovation: Overworking and burnout stifle creativity and hinder innovation. When executives are constantly stretched thin and lacking time for reflection and rejuvenation, they are less likely to come up with innovative ideas or think outside the box. On the other hand, a balanced work-life allow executives the mental space and freedom to explore new possibilities, encouraging creativity and fostering a culture of innovation within the organisation.


  • Positive Organisational Culture: Prioritising work-life balance sends a powerful message to the entire organisation about the values and priorities of the company. When executives are encouraged to achieve a healthy work-life balance, it sets a precedent for the rest of the employees, creating a culture that values well-being, personal growth, and work-life integration. This positive culture, in turn, leads to higher employee morale, stronger teamwork, and increased organisational loyalty.


The hidden costs of burnout among executives can have far-reaching implications for both individuals and organisations. By prioritising work-life balance, organisations can not only mitigate these costs but also unlock numerous benefits that contribute to increased productivity and profitability. Flexibility alone is not enough; true work-life balance requires giving executives the autonomy and freedom to make choices that align with their personal priorities. 


By rethinking productivity measurement, organisations can recognize the importance of quality over quantity and foster a culture that values well-being and innovation. Embracing work-life balance for executives is an investment that pays off from day one. The very best executive talents are driven by purpose, they want to make a lasting impact but it’s essential they can do so sustainably. It's time for organisations to prioritise work-life balance and reap the rewards of a healthier, more productive, and profitable future.

At ELR Executive we have over 20 years of experience helping FMCG and Food and Beverage organisations identify and attract executive talent who create high-performing cultures that positively shape business futures. If you'd like to learn more about how we can help you help build purpose into your candidate screening and interview process, 
speak to us today.


By John Elliott June 26, 2025
You don’t hear about it on the nightly news. There’s no breaking story. No panic. No protests. Just rows of vegetables being pulled out of the ground with no plan to replant. Just farmers who no longer believe there’s a future for them here. Just quiet decisions — to sell, to walk away, to stop. And if you ask around the industry, they’ll tell you the same thing: It’s not just one bad season. It’s a slow death by a thousand margins. 1 in 3 growers are preparing to leaveIn September 2024, AUSVEG released a national sentiment report with a statistic that should have set off alarms in every capital city: 34% of Australian vegetable growers were considering exiting the industry in the next 12 months. Another one-third said they’d leave if offered a fair price for their farm. Source: AUSVEG Industry Sentiment Report 2024 (PDF) These aren’t abstract hypotheticals. These are real decisions, already in motion. For many, it’s not about profitability anymore, it’s about survival. This isn’t burnout. It’s entrapment. Behind the numbers are people whose entire identity is tied to a profession that no longer feeds them. Many are asset-rich but cash-poor. They own the land. But the land owns them back. Selling means walking away from decades of history. Staying means bleeding capital, month by month, in a system where working harder delivers less. Every year, input costs rise, fuel, fertiliser, compliance. But the farmgate price doesn’t move. Or worse, it drops. Retail World Magazine reports that even though national vegetable production increased 3% in 2023–24, the total farmgate value fell by $140 million. Growers produced more and earned less. That’s not a market. That’s a trap. What no one wants to say aloud The truth is this: many growers are only staying because they can’t leave. If you’re deep in debt, if your farm is tied to multi-generational ownership, if you’ve invested everything in equipment, infrastructure, or land access, walking away isn’t easy. It’s a last resort. So instead, you stay. You cut your hours. Delay maintenance. Avoid upgrades. Cancel the next round of planting. You wait for something to shift, interest rates, weather, prices and you pretend that waiting is strategy. According to the latest fruitnet.com survey, over 50% of vegetable growers say they’re financially worse off than a year ago. And nearly 40% expect conditions to deteriorate further. This isn’t about optimism or resilience. It’s about dignity and the quiet erosion of it. Supermarkets won’t save them, and they never planned to In the current model, supermarket pricing doesn’t reflect real-world farm economics. Retailers demand year-round consistency, aesthetic perfection, and lower prices. They don’t absorb rising input costs, they externalise them. They offer promotions funded not by their marketing budgets, but by the growers’ margins. Farmers take the risk. Retailers take the profit. And because the power imbalance is so deeply entrenched, there’s no real negotiation, just quiet coercion dressed up as "category planning." Let’s talk about what’s actually broken This isn’t just a market failure. It’s a policy failure. Australia’s horticulture system has been built on: Decades of deregulated wholesale markets Lack of collective bargaining power for growers Retailer consolidation that has created a virtual duopoly Export-focused incentives that bypass smaller domestic producers There’s no meaningful floor price for key produce lines. No national enforcement of fair dealing. No public database that links supermarket shelf price to farmgate return. Which means growers, like James, can be driven into loss-making supply contracts without ever seeing the true economics of their product downstream. But the real silence? It’s from consumers. Here’s what no one wants to admit: We say we care about “buying local.” We say we value the farmer’s role. We share those viral posts about strawberries going unsold or milk prices being unfair. And then we complain about a $4 lettuce. We opt for the cheapest bag of carrots. We walk past the "imperfect" produce bin. We frown at the cost of organic and click “Add to Cart” on whatever’s half price. We’re not just bystanders. We’re part of the equation. What happens when the growers go? At first, very little. Supermarkets will find substitutes. Importers will fill gaps. Large agribusinesses will expand into spaces vacated by smaller players. Prices will stay low, until they don’t. But over time, we’ll notice: Produce that travels further and lasts less. Fewer independent growers at farmer’s markets. Entire regions losing their growing identity. National food security becoming a campaign promise instead of a reality. And when the climate throws something serious at us, drought, flood, global supply shock, we’ll realise how little resilience we’ve preserved. So what do we do? We start by telling the truth. Australia is not food secure. Not if 1 in 3 growers are planning to exit. The market isn’t working. Not when prices rise at the shelf and fall at the farmgate. The solution isn’t scale. It’s fairness, visibility, and rebalancing power. That means: Mandating cost-reflective contracts between retailers and suppliers Enabling collective bargaining rights for growers Building transparent data systems linking production costs to consumer prices Introducing transition finance for smaller producers navigating reform and climate pressure And holding supermarkets publicly accountable for margin extraction But more than anything, it means recognising what we’re losing, before it's gone. Final word If you ate a vegetable today, it likely came from someone who’s considered giving up in the past year. Not because they don’t care. But because caring doesn’t pay. This isn’t about nostalgia. It’s about sovereignty, over what we eat, how we grow it, and who gets to stay in the system.  Because the next time you see rows of green stretching to the horizon, you might want to ask: How many of these fields are already planning their last harvest?
By John Elliott June 20, 2025
If you're leading an FMCG or food manufacturing business right now, you're probably still talking about growth. Your board might be chasing headcount approvals. Your marketing team’s pitching a new brand campaign. Your category team’s assuming spend will bounce. But your customer? They’ve already moved on. Quietly. Like they always do. The illusion of resilience FMCG has always felt protected, “essential” by nature. People still eat, wash, shop. It’s easy to assume downturns pass around us, not through us. But this isn’t 2020. Recessions in 2025 won’t look like lockdowns. They’ll look like volume drops that no promo can fix. Shrinking margins on products that no longer carry their premium. Quiet shelf deletions you weren’t warned about. The data’s already there. According to the Australian Bureau of Statistics, consumer spending is slowing in real terms , even as inflation eases. The Reserve Bank confirmed in May: household consumption remains subdued amid weak real income growth . And over 80% of Australians have cut back on discretionary food spending , according to Finder. They’re still shopping, just not like they used to. A managing director at a national food manufacturer told me recently: “We won a new product listing in April. By July, it was marked for deletion. The velocity wasn’t there, but neither was the shopper. We’d forecasted like 2022 never ended. Rookie mistake.” That one stuck with me. Because I’ve heard it before, just in different words.