Many professions have long treated exhaustion as a sign of commitment. Long hours, relentless deadlines and constant pressure are often viewed as rites of passage rather than warning signs. But the cost of that mindset is no longer theoretical, and it is not confined to law firms alone.
Today, burnout represents a growing business issue that affects productivity, retention, client service and ultimately the health of Nevada’s broader professional economy.
WHEN THE SYSTEM BREAKS
Like many professionals in demanding fields, my career began in a sink-or-swim environment. It became harder and harder to keep up with heavy workloads and the expectation to perform without showing strain. Time, mentorship and a more thoughtful approach to self-care helped me find stability, and for a long time that worked.
Then COVID struck.
The pandemic did more than disrupt schedules. It dismantled the support systems many people relied on to stay resilient. Courts shut down. Child care evaporated. Cases became more contentious. Coping strategies that once worked suddenly felt insufficient, and many capable, committed professionals quietly began to ask a once unthinkable question. Can I keep doing this?
Those personal experiences were not unique. They reflected a broader shift happening across industries.
WHAT THE RESEARCH SHOWS
Research consistently shows that professionals in high pressure roles experience mental health challenges at elevated rates. A landmark 2016 study conducted by the American Bar Association and the Hazelden Betty Ford Foundation found that nearly half of practicing attorneys reported struggling with depression at some point in their careers, with a significant percentage also reporting substance abuse or suicidal ideation.
These are not abstract statistics. Burnout shows up as high turnover and lost institutional knowledge. For business leaders, that should raise alarms.
Organizations depend on people who think clearly and make sound decisions under pressure. When those people are overwhelmed, the ripple effects reach clients. Replacing experienced talent is expensive, and reputational damage tied to stress-driven mistakes can linger long after the immediate issue is resolved.
RECOGNIZING THE WARNING SIGNS
Leadership responsibility extends beyond encouraging self-care. It also means paying attention when someone seems off. Changes in behavior can signal deeper struggles and should not be dismissed as personal shortcomings.
How leaders respond in those moments matters. Ignoring the signs only allows problems to deepen. Early acknowledgment and access to resources can prevent long-term harm and, in some cases, save careers and lives.
HOW LEADERS CAN ACTUALLY HELP
Telling employees to find a work-life balance without structural support is ineffective. Real change requires leadership willing to rethink how work is managed and how success is measured. Businesses that thrive are those that treat well-being not as a perk, but as a strategic investment.
That starts with realistic workloads and flexibility. Leaders must recognize when teams are stretched too thin, bring in support or seek deadline extensions when appropriate. These decisions are not signs of weakness. They reflect thoughtful management.
Boundaries are equally important. Constant availability may feel responsive, but it is unsustainable. Research from the American Psychological Association and the American Bar Association consistently identifies the expectation of being constantly available as a major driver of professional stress. Creating space to disconnect, whether by respecting time off or setting clearer communication norms, allows people to return more engaged and effective in their roles.
Physical health also plays an important role in well-being. Without adequate rest, emotional resilience declines. Companies that encourage healthier habits often see reduced burnout.
Support systems are critical. Feeling connected to mentors, peers and professional communities helps reduce isolation in high-pressure environments. In Nevada, resources such as the Nevada Lawyer Assistance Program provide confidential support for professionals facing serious challenges. Making people aware of available resources can be lifesaving.
THE RESPONSIBILITY OF LEADERSHIP
Owning and operating a business will always be demanding. Pressure will never disappear, nor should it. But ignoring the human cost of that pressure is no longer viable. Burnout is not a personal failure. It is a systemic issue that requires thoughtful leadership.
Whether you lead a company, manage a team or run a growing business, the lesson is the same. You cannot lead effectively if your people are sinking. Protecting well-being is not optional. It is essential for long-term success.
Put the life vest on first and then make sure everyone else has one. too.
Jennifer L. Braster is a co-founding partner of Naylor & Braster, a commercial litigation law firm in Las Vegas. She routinely practices in both the federal and state courts in Nevada and in the areas of commercial litigation and consumer finance.
