Everything you've been told about burnout is wrong

The core claim is simple: burnout isn't a side effect of working too many hours, it's a symptom of missing genuine motivation. When engineers can't see why their work matters, the daily grind turns into a drain rather than a drive. The piece argues that superficial fixes like mandated breaks or vacation days won't address the root cause because the problem isn't fatigue, it's meaning.

Instead, the article shows that believable motivation comes from clear, concrete outcomes that engineers can see their impact on. It cites examples where teams tied code changes to customer revenue spikes or product adoption metrics, turning abstract tasks into visible results. Those stories illustrate how a transparent feedback loop restores purpose and reduces the sense of endless toil.

Finally, the writer offers practical steps for leaders: surface the real business impact of work, involve engineers in setting measurable goals, and regularly revisit why a project matters. By making motivation visible and believable, leaders can cut burnout at its source rather than sprinkling band-aid solutions that never change the underlying morale problem.