Employers are now well-versed in recognizing the signs of burnout: exhaustion, cynicism, and declining performance.

But what if the problem isn’t burnout at all? What if it’s rustout – the quieter, often invisible cousin?

Rustout has been coined as the ‘boring side’ of burnout. It stems not from being overwhelmed, but from being under-challenged, under-valued, and disengaged. And this slow erosion of energy, enthusiasm, and meaning in one’s role is a growing trend.

Where burnout melts down from overexertion, rustout creeps in through monotony and stagnation. You might see it in employees who:

• No longer speak up or offer feedback
• Decline invites to development sessions, team socials, or skip ‘lunch and learn’ sessions
• Attend everything – but seem withdrawn or even disruptive
• Start falling ill more often (which is a physical response to chronic stress and low morale)
• Stop volunteering for new projects, especially if they were once keen contributors

At first glance, these behaviours may seem like burnout, but the distinction matters.

Burnout demands recovery and relief.
Rustout demands re-engagement and renewed purpose.

Rustout ties back to internal mobility (or a lack of it). When employees feel there is nowhere to grow, they may stop trying, and the job they do becomes nothing more than a loop of routine tasks, done without passion, with no prospect of change.

Company managers and supervisors might make the mistake of assuming an employee is ‘fine’ because they are hitting targets. But underneath, they could be quietly quitting, doing the bare minimum while suffering from a deep sense of disillusionment. The negative emotional toll of rustout is real, even if it doesn’t capture our attention as dramatically as burnout.

How can an employer address rustout?

Leaders need to rethink how they assign work based on employees’ strengths, not just skills and past accomplishments. Skills are things we are good at. Strengths are things that energize us. It is possible for an employee to excel in spreadsheets or project management for example, and find little to no joy or meaning in those tasks.

In this scenario, the employee may appear successful on the surface, but is not well-positioned for job satisfaction or long-term engagement. When an employee is performing but not thriving, this disconnect erodes motivation over time.

Building on this, employers need to:

• Recognize the signs – encourage managers to look beyond performance metrics. A disengaged star performer may be suffering in silence.
• Reignite purpose – create space for meaningful conversations about passion, interests, and career direction. Ask: What energizes you at work?
• Audit internal mobility – how easy is it for employees to try new things, grow and learn, or pursue a fresh challenge? A rigid structure can stifle even the most talented teams. Mobility can include stretch assignments and lateral movement; avoid limiting it to promotions.
• Tailor learning and development – training and upskilling efforts should not only enhance skills but align with personal strengths and values. Organizations with learning cultures often experience higher levels of professional excellence and sustainable productivity.
• Promote psychological safety – a culture where employees feel safe to express disengagement or ask for change is vital in catching rustout early. It also promotes innovation, motivation, and longevity.

Rustout isn’t laziness or lack of talent, it is a signal that someone’s potential is going unused. And in today’s world of work – where retention and wellbeing are more important than ever – ignoring rustout is a risk employers cannot afford to take.

Let’s not wait until a crisis strikes to take action. If you would like to discuss how we can help your company create a workplace where people thrive, please get in touch with me at amanda@orgshakers.com