Boreout is not just boredom. It is a serious issue that drains motivation, reduces performance and quietly drives good people out of your business.
Unlike burnout, boreout often slips under the radar — especially in teams that seem quiet and compliant.
But ignoring it comes at a cost.
This blog breaks down what boreout really is, how to spot the early signs and what to do when it starts affecting your team.
Packed with practical tips and strategies grounded in real-world management training, it is your guide to keeping people engaged, challenged and energised, even when the workload is light.
Boreout is a state of chronic boredom at work that leaves employees feeling disengaged, underused and disconnected from their role. While most people have to deal with dull or repetitive tasks from time to time, boreout is more than that. It is ongoing, draining and often hard to explain.
Employees experiencing boreout may struggle to complete even basic tasks due to a lack of motivation. Over time, they may begin to question the purpose of their job, lose confidence or detach from the team entirely.
Unlike burnout, which is typically marked by exhaustion, irritability, anxiety and poor performance, boreout is harder to recognise. That is because it often hides in plain sight.
Employees may look busy or focused, but are simply going through the motions, often out of fear, shame or the pressure to appear productive.
Employees experiencing boreout are not lacking ambition or ability. In most cases, they are stuck in roles that feel under stimulating and overlooked.
When people are repeatedly given dull or low value tasks, it creates a sense of frustration, especially if they have worked hard to build the skills, experience and qualifications for something more meaningful.
One reason boreout is often missed is that the symptoms are subtle.
There are no loud complaints or visible signs of stress. Instead, motivation fades quietly. Work may get done, but without energy or purpose.
To make matters worse, some employees choose to hide their boredom. They fear judgement or worry they will be seen as ungrateful. This allows the problem to continue unnoticed.
But the impact is serious. 54% of workers say they have looked for a new job because of boredom at work. If left unaddressed, boreout can increase employee turnover and lead to rising rates of depression across the team.
Spotting boreout early and responding with the right support can make all the difference.
Burnout has become an increasingly common way to describe stress, anxiety and overwhelm in the workplace. According to Mental Health UK’s recent Burnout Report, a third of adults have experienced high or extreme levels of stress in the past year, with young people most affected.
Over time, this kind of chronic stress can lead to a wide range of physical and mental consequences, including sleep problems, headaches, gastrointestinal issues, joint pain, immune system disruption, cognitive fog, and even substance misuse or social withdrawal. It is no surprise that one in five employees have required time off to deal with the impact.
Burnout can damage morale, reduce productivity and limit business growth. It can also harm your reputation as an employer.
While greater awareness of burnout is a step in the right direction, focusing too narrowly on the dangers of stress and overwork can mean other serious issues are missed.
Boreout, for example, can present with similar symptoms such as anxiety or physical discomfort. But it rarely involves the same depth of exhaustion or depression seen in burnout. Employees experiencing boreout are often disengaged but still able to show up, attend meetings and complete tasks on time. This can make their struggle harder to spot and easier to overlook.
Understanding the difference matters and helps managers take action where it counts.
Boredom might not sound like a serious issue. Most of us have experienced it at some point, often as far back as school. But in the workplace, boredom over time can erode creativity, lower self esteem and increase absenteeism.
When employees feel their work has no value or impact, motivation drops. They become less willing to engage, less likely to contribute new ideas and more likely to detach from their role. Quality suffers. Many begin doing the bare minimum required to avoid attention, a pattern often referred to as quiet quitting.
Over time, this mindset can harm morale and slow productivity across the business.
While boreout can be subtle, managers can learn to spot the signs. These may include:
Boreout can affect how people think, feel and behave. It often causes employees who were once positive and engaged to show signs of cynicism, withdrawal or discomfort at work.
If someone on your team seems different, more distant, flat or disengaged, it is worth asking whether boredom and underuse could be behind it.
Most people want to feel useful. They do not enjoy sitting idle or drifting through the day.
But when roles become too repetitive or under stimulating, even top performers can mentally check out. If you are seeing signs of poor performance, it may not be a lack of skill or attitude — it could be a result of boreout.
Before turning to formal steps like warnings or training plans, take a step back. Ask whether the role is offering enough challenge and meaning to keep that person engaged.
Some teams may appear calm, productive and cooperative on the surface. But a lack of noise does not always mean a team is thriving. In fact, quiet compliance can often hide a deeper issue… a drop in energy, focus and motivation.
When people feel under challenged or disconnected from their work, they may not speak up. Instead, they go through the motions, doing just enough to get by while slowly disengaging from the team and the wider business.
While a light workload or low pressure role may sound appealing, it comes with real risks.
A recent study on the European workforce found that employees with low workloads were more likely to worry about job security than their busier colleagues. They also reported lower job satisfaction and are less likely to expect a pay rise.
In the long term, these conditions can lead to stress, frustration and higher turnover. Talented employees may start looking elsewhere for roles that challenge them and make better use of their skills.
Without tackling the root causes – including poor delegation, unclear priorities or a mismatch between roles and capability – businesses risk wasting potential and losing valuable people.
Boreout can take root for several reasons, but poor job design is often at the centre of it.
For starters, micromanagement can leave employees feeling restricted and uninspired. When people are given the same repetitive tasks every week, with no room to explore or progress, boredom sets in quickly. Once these tasks are mastered, they offer little challenge or satisfaction.
On the other end of the spectrum, a lack of delegation or direction can be just as damaging. When managers are too stretched or disengaged to guide their teams, some employees are left unsure about what they should be doing. While a few might take the initiative and ask for more responsibility, many will hesitate to disturb senior colleagues or risk stepping out of line.
In both cases – whether the issue is too much control or too little support – poor job design creates the same result: procrastination and a reluctance to engage.
The consequences are clear. With the average British worker spending over an hour per day on social media during work hours, it is easy to see how unchecked boredom can damage focus, morale and output.
Most managers do not set out to micromanage or neglect their teams. But without self reflection and a willingness to adapt, it is easy for boreout to take hold and quietly impact team performance.
If an employee provides valuable feedback about low workload or feelings of disengagement, it is essential to take it seriously. Ignoring these signs or brushing them off as minor issues can lead to rising frustration and a stronger desire to seek a new role.
When feedback is shared, make time for a proper conversation. Explore the concerns, agree on next steps and check in on progress over the following weeks. Addressing the issue early can help retain good people and rebuild trust.
At the same time, managers need to be aware that some employees may avoid raising the topic at all. Fear of judgement or embarrassment can lead them to stay silent, even when boreout is affecting their wellbeing.
That is why it is so important to actively seek out honest input. Ask questions in a supportive, non judgemental way. Create space for people to speak up without pressure.
Regular performance reviews can help, but they should not be the only option. Build in more informal ways for your team to share how they are feeling and identify areas for improvement – both in their role and in how they are supported.
It is easy for managers to focus heavily on KPIs and productivity targets. But when output becomes the only measure of success, purpose gets lost — and that is when boreout can begin to take hold.
Even high performing employees may feel disengaged if their work lacks meaning. Just because someone is hitting their numbers does not mean they feel fulfilled or challenged.
If your team is spending too much time on repetitive admin, it is time to reassess. Talk with employees to uncover what kinds of projects or responsibilities feel more rewarding to them. This is not about removing all routine work. It is about balancing the load in a way that keeps people stimulated.
A healthy mix of creative, strategic and routine tasks helps protect motivation and keeps teams energised over the long term.
Bored employees may feel guilty or reluctant to admit how they are feeling, especially if they have strong relationships with colleagues or managers. That is why it is important to approach the topic with empathy, not assumptions.
In a culture that values productivity and passion, boredom can feel like a personal failure. Some team members may not understand why others are disengaged, especially if they are fully invested in their own roles. This can lead to frustration, resentment or quiet judgement.
If you notice these reactions in yourself, take a moment to reflect. As a manager, it is possible that certain aspects of the role design or delegation contributed to the issue. Recognising that can help you create a more supportive space.
Start with a calm, open conversation. Focus on listening without blame. Use neutral, curious language such as, “How does your workload feel at the moment?” or “Is there anything you wish you were doing more of?” These questions encourage honesty and help shift the conversation away from defensiveness.
Once you have understood the core issue, invite the employee to explore what kind of work feels more engaging or meaningful to them. Ask what tasks they enjoy, what skills they would like to use more and where they feel they could add the most value.
Even small changes can make a difference. Adjusting responsibilities, introducing collaborative projects or adding stretch goals can bring a renewed sense of purpose to the role.
Together, you can shape a path forward that benefits both the employee and the business, one that supports growth, energy and long term motivation.
When an employee becomes bored or disengaged, it can be difficult to rebuild their sense of energy and purpose, especially if their boreout has gone unnoticed for a long time. The good news is that managers have real influence. With the right approach, you can reframe how your team sees their work and help them reconnect with what matters.
Employees are 12% more likely to feel happy at work when they have autonomy. Giving people the chance to lead projects, suggest improvements or shape their own responsibilities builds pride and ownership.
Do not underestimate less senior team members either. With space to contribute, they may surprise you with fresh ideas and valuable insights.
Of course, autonomy should not mean total freedom. It is important to monitor progress, provide support and step in when needed. Guiding someone through a challenge builds trust, strengthens skills and helps you grow as a manager.
The result is a stronger, more capable team that is more likely to stay and succeed.
Anyone can assign a list of repetitive tasks. But linking those tasks to real business goals is where the value lies.
Help employees see how their daily work contributes to the bigger picture. Even small tasks can support something meaningful when framed in the right way. When people understand the impact of what they are doing, they are more likely to stay engaged.
Consider recognising and rewarding employees who consistently complete routine work to a high standard. For larger or more creative projects, use performance reviews and one-to-ones to give regular guidance, feedback and support.
Repetition can drain energy fast. One way to keep workdays engaging is to rotate tasks and offer new challenges across the team.
Try introducing skill building activities, short term assignments or internal mentoring. Let colleagues learn from each other and explore different parts of the business.
Keeping things fresh encourages curiosity, strengthens collaboration and helps break the cycle of disengagement.
Although boreout represents a significant problem in today’s workplaces, the good news is that it’s relatively simple to fix with proactive leadership and a company culture that prioritises employees’ agency and wellbeing.
Keeping employees engaged is not a one time fix. It is an ongoing effort that involves regular check-ins, thoughtful leadership and a willingness to evolve. A culture built on listening, curiosity and learning helps people stay motivated and involved.
Here are a few practical ways to start:
Help people connect everyday tasks to wider company goals. Share how their work is making an impact, whether on clients, customers or communities. Use team meetings, end of year highlights or internal updates to make that connection clear and real.
Leaders who show genuine interest in their work help create energy. Share what motivates you and be open about what you value in others. When people see authentic enthusiasm, it encourages them to raise their own standards and boost team morale
Rewarding success matters, but it has to feel personal. Instead of defaulting to financial incentives, consider thank you messages, development opportunities or public recognition — depending on what suits the individual best. A well timed show of appreciation can spark renewed focus and motivation.
Ownership fuels employee engagement. Invite people into planning discussions, process reviews or strategy conversations. It shows trust and helps them feel part of the business, not just a cog in the machine.
Not every idea will work, but taking risks and showing initiative should be recognised. When effort and curiosity are encouraged, people are more likely to step forward with ideas and stay committed to their growth.
While tracking performance metrics is important for running a successful business, focusing too heavily on results alone can lead to a sterile, overly competitive, and uninspiring workplace. Paying attention to motivation and energy is just as important. It helps you stay ahead of morale issues and address any employee engagement problems early, before they lead to boreout.
Although workplace energy is hard to measure through fixed metrics, you will usually spot the signs. If previously driven employees start to seem detached or uninterested, take it seriously.
A simple check in can make all the difference.
As a manager, it’s easy to focus on delegation. But creating meaning and purpose is just as important. Teams that feel engaged and understand the value of their work are more motivated, more productive, and more likely to stick around.
The truth is, boreout rarely fixes itself. It takes action. And that’s where MTD Training can help.
If you’re seeing signs of disengagement, our Essential Management Skills course gives you the tools to re-engage your team and tackle day-to-day challenges with confidence.
For managers ready to go further, our Leadership Training Programme supports long-term change and helps you build a team that performs with energy and purpose.
Not sure what’s needed? Try our free LeaderDNA assessment to see where you stand and identify your next steps.
Written by Sean McPheat
CEO of MTD Training and Amazon bestselling author. Sean writes about leadership, business, and personal growth, drawing on 20+ years of experience helping over 9,000 companies improve performance.
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Updated on: 30 June, 2025
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