“Inge-Helene?! Where can I find a cheerful, motivated person who is interested in my company? Please find these people… I don’t know where they are!” – This is exactly what one employer asked me some time ago.
The title may sound intriguing, but there’s a grain of truth in this question. For a while now, the Estonian job market has, in my opinion, been like a simmering pot – you never know when it will boil over or what it will bring. Using this metaphor, I mean that many employees have reached the edge of work boredom and burnout. Is it any wonder, then, that the ‘spark’ and ‘shine’ have faded? OECD studies have, for years, shown Estonians to be among the hardest-working people in the world – we have a habit of working, working… and working some more. But this hidden burden that builds up beneath the surface can eventually “explode.”
Years of experience in advising people have confirmed that overworking affects many Estonians. I believe everyone knows someone who has been in this situation or has experienced it themselves. But where does this fatigue come from, and how can we find a better balance?
On one hand, our history plays a role here – work has always been important to Estonians, sometimes even an inseparable part of their identity. We’ve had to work hard to build our country and prove ourselves as a small nation to get anywhere. The leap in progress we’ve made as a nation is admirable. The desire to work and to do it well is practically coded into our genes. Common sayings speak for themselves: “Work hard, and love will follow!” or “Good work speaks for itself.”
Although physically demanding jobs are now largely done by robots, and life should be easier, things are far from simple. Another reason why people feel work boredom is the consistently fast work pace many Estonians face daily. Constant stress, quick results, and high achievements – these are issues that the “hardworking” Estonian deals with. But unfortunately, continuous intense work is exhausting, and eventually, the energy starts to fade. A person cannot always be maximally productive. Work life should have both fast and slow periods. Constant effort drives our bodies and minds into stress, leading to health issues, which in turn carry over into home life, causing tensions there too. This vicious cycle ultimately results in employees leaving their jobs sooner or later. This is where communication between employer and employee is crucial. Both parties need to be open and find a sustainable work rhythm. Many Estonian leaders are also highly hardworking and bear a significant responsibility for the company’s well-being, but we must not forget that the company’s profit should not come at the expense of employees’ (or the leaders’ own) health. Similarly, employees have a responsibility to inform their leaders about their concerns. An open and dialog-driven work culture is key here. When a culture of fear prevails in the workplace, employees don’t dare to speak about their concerns and instead hand in their resignation at the first opportunity rather than addressing their issues.
This brings us to the next point: ineffective management. Many problems originate from leadership. A good leader is inclusive, notices their employees, and creates an environment where employees want to communicate and feel safe to speak up about their problems. Often, employees choose a job based on compatibility with their manager. However, if the manager is neither fair nor humane towards employees, the employee loses motivation. In the worst case (from the company’s perspective), the employee might start “quiet quitting” – staying in the position but putting in minimal effort, with low motivation and little focus on achieving results.
Often, we also don’t know how to say “no” – this is a skill we need to consciously develop. It’s not always possible to do everything and please everyone. Similarly, leaders shouldn’t exploit situations where someone is “very diligent” and voluntarily takes on extra tasks. When we see someone working with motivation and enjoying their job, we should never assume that their extra effort is a given.
Furthermore, last year saw several cases of workplace bullying highlighted in the media, which is extremely unfortunate. Such added tension and a poor work atmosphere tire employees far more than any work task ever could. These situations need to be quickly addressed and resolved, as they can leave deep and lasting marks on employees.
And finally, a lack of activities outside of work can also contribute to work fatigue. Although this is a subjective opinion, it seems that people who are constantly occupied with work and uninterested in other outlets tend to place greater demands on themselves and others in their work lives and may not realize that work doesn’t have to be the center of life. Sometimes, employers worry that employees’ hobbies will interfere with work. In reality, additional interests usually contribute to generating new ideas and enriching perspectives. More often than not, we find that these outside interests prove beneficial in the workplace too.
These could be some of the main reasons people experience stress and a desire to leave their jobs. Employers can lead by example and continuously improve work culture, but employees must also be open and willing to contribute to creating a healthy work culture. Only in this way can we prevent our people from burning out and becoming exhausted by work life.