The Inertia of Apathy

When I learned about the word “apathy,” I imagined a comic strip character sitting at a table with his head resting on his hand, elbow on the table, with the blankest DGAF look on his face. Perhaps it was more of an “I don’t care” look as I was just a kid, but who knows.

Not Exactly This, But Kind of This Peanuts Characters created by Charles Schulz

As more mature, engaged, and thriving adults, we toss around terms like apathetic when people don’t show the energy we expect. We want them to be as fired up as we are. If they’re not, we often blame their character without exploring deeper reasons.

The Food Analogy

Imagine two foods. One you absolutely adore. It’s your go-to every time you get the chance. The other? It’s an actual food, but it’s so far down your list that you might consider voluntary starvation over eating this culinary crime.

You have to keep your body alive, which means eating is a must. When faced with these two foods, are you going to approach them with the same gusto? My guess is no. Even in dire situations, it takes more energy to consume the dubious food than your favorite.

Apathy relates to low gusto, discontent, and disconnection. But here’s the twist: I’m not focusing on employees and their apathy toward their job. I’m zeroing in on leaders and their apathy toward change.

Understanding Apathy in Leadership

We know a lot about human behavior and motivation. I use the scientifically sound quantifier of “a lot” in relation to what is actually deployed for pro-social behavior. My hypothesis is that change towards people-favoring behaviors is often ignored because it feels overwhelming. It’s easier to stay put than to change, especially when you’re unsure what to change or if change is even needed. This looks like an apathetic approach to continuous improvement.

We’re currently experiencing the Fourth Industrial Revolution, characterized by constant access to information, communication, AI, and advanced robotics. While we’ve long claimed that advances in technology will make our lives easier and steal our jobs, neither is entirely accurate. Many leaders are expected to be accessible nearly constantly. That’s a lot. No, it’s far too much.

As people are expected to do more, heavy workloads and long hours can deplete psychological resources, leading to exhaustion and fatigue. Leaders in mid- and upper-management hear a lot about "employee well-being.” Is that just corporate-speak for a shinier benefits package? What if it was something where a leader could take action to cultivate a workplace where their team can thrive? Prioritizing well-being isn't a perk; it's essential for organizational success. Effective supervisors set the foundation for a resilient, high-performing team.

The Interconnectedness of Well-being and Performance

Research confirms that recovery activities, even short ones, are crucial for preventing the impairing effects of accumulated strain. Micro-breaks, defined as short discontinuities in tasks of no longer than 10 minutes, significantly boost vigor and reduce fatigue. This concept originates in ergonomics and has expanded in organizational literature as a brief resource-replenishing strategy, supported by theories like the Conservation of Resources theory and the Effort Recovery Model.

Well-being extends beyond just breaks. It’s about fostering an environment where employees feel valued, connected, and supported.

Key Strategies for Leaders to Cultivate Well-being

1. Small Breaks Now or Big Broken Things Later

• Encourage Regular Micro-Breaks: Even short pauses of 10 minutes or less can significantly increase vigor and alleviate fatigue. Managers can support employee well-being by encouraging micro-breaks.

• Promote Scheduled Breaks and Time Off: Beyond micro-breaks, encourage regular lunch breaks, the use of vacation time, and stepping away from work during the day. These practices prevent burnout and increase productivity and engagement over the long term.

• Understand Break Activities: Recovery activities can include physical activities like stretching and exercise, which are linked to increased positive emotions and decreased fatigue. Relational activities, such as checking in with friends and family, boost feelings of vitality. Even watching a short movie clip can enhance recovery and performance.

  
  

2. Set and Protect Boundaries – Starting with Yourself

• Bosses Get Boundaries: As a leader, endless demands can consume your time and energy. Establishing boundaries is critical to prevent burnout. Define and communicate work hours, safeguard personal time by blocking it out on your calendar, and learn to say no to tasks or events that stretch resources too thin.

• Prioritize Your Own Physical and Mental Health: You can't give your best if you're running on empty. Take care of your physical and mental health by staying active. A 20-minute walk can boost mood and relieve stress. Practicing mindfulness (e.g., meditation, journaling, deep breathing) and seeking professional support (therapy or counseling) are examples of prioritizing your well-being. By doing so, you model the importance of self-care for your team.

  
  

3. Cultivate an Inclusive and Supportive Environment

• Delegate and Empower: The temptation to take on everything yourself can be overwhelming. Delegation is a powerful tool for reducing stress and building a stronger team. Identify strengths, trust your team to act autonomously, and free yourself to focus on strategic issues.

• Promote Psychological Safety: Provide safe spaces for employees to share concerns about stress, workload, or needed support. This is crucial for collecting honest feedback and addressing issues employees may downplay to fit in, which negatively impacts their well-being and overall organizational health.

• Prioritize Comprehensive Inclusivity: Effective well-being initiatives address organizational culture issues, including diversity, equity, inclusion, and belonging. People from backgrounds other than the majority bring significant value to the workplace. This is sustainable only as long as the culture is mutually rewarding, not just the company using individuals to showcase diversity without listening to their lived experiences.

  
  

4. Invest in Growth, Connection, and Appreciation

• Foster Continuous Learning and Development: Investing in each person’s growth and development is one of the best ways to build a loyal and emotionally engaged team. Providing ongoing access to training or resources to build professional skills leads to higher job satisfaction, engagement, and retention.

• Combat Loneliness: With remote and hybrid work increasing loneliness due to reduced human interaction, workplaces can provide meaningful interactions and a sense of community. Purposeful, engaging, and inclusive work environments help employees feel seen and valued.

• Prioritize Appreciation and Recognition: Employee appreciation is crucial for maintaining a productive and motivated workforce. Recognizing hard work and impact significantly boosts morale, especially when financial rewards may not always reflect the effort. Employees acknowledged by managers are five times happier. Simple ways include praise in one-on-ones or staff meetings, handwritten notes, surprise treats, extra time off, or an "Employee of the Month" award.

  
  

By implementing these strategies, managers can move beyond simply offering "wellness benefits" to truly embed well-being into the fabric of their workplace culture. This holistic approach supports individual health and vitality, enhances team performance, and drives sustainable organizational success.

Conclusion: Taking Action Against Apathy

No company exists without people. No company succeeds without effective people. Your team and your mission depend on you. That starts with taking care of yourselves and fostering an environment where everyone can thrive. The only way to beat the inertia of apathy is to move. What’s your first step toward a healthier and more engaged workplace culture?