Burnout, Fatigue and Stress Factors in Solo Entrepreneurs

MBA

Thesis: Burnout, Stress, Fatigue + Solo Entrepreneurs 2015

BURNOUT, FATIGUE AND STRESS FACTORS
IN SOLO ENTREPRENEURS

A Thesis submitted in partial satisfaction
of the requirements of the Postgraduate Degree
in
Master of Business Administration
by
Suzanne Jade Barclay

June 2015

S. Jade Barclay -‐ 1 -‐ burnoutprofile.com

MBA Thesis: Burnout, Stress, Fatigue + Solo Entrepreneurs 2015
Executive Summary

Burnout can be devastating to individuals and organisations, and is often not recognised
until it has already caused physical, mental and financial damage (Maslach and Lieter
1997; Cordes and Dougherty 1993; Maslach and Goldberg 1998; Leiter et al. 2014). Since
the 1970s, the majority of academic research into burnout has studied employees who
work closely with people in helping professions, such as nurses or teachers (Ashkar et al.
2010; Calnan et al. 2011; Whitebird et al. 2013; Maslach 1982). As more and more
people have the opportunity or obligation to work for themselves in recent years (Arum
and Müller 2004), the lack of entrepreneur-‐specific research in the literature implies
that employee burnout is to be treated the same as solo entrepreneur burnout.
However, personal accounts from solo entrepreneurs and mainstream entrepreneurial
publications imply otherwise (Robinson 2011; Hughes 2011; Seegal 2012; Smbeco.com
2012). The purpose of this research project is to investigate the unique impact and
experience of burnout and fatigue on solo entrepreneurs, with a view to identifying
common themes and practical prevention and management strategies. This research
involved conducting surveys and non-‐directive in-‐depth interviews with respondents
about their experiences with burnout and fatigue throughout their career, both as a solo
entrepreneur and as an employee. The literature shows that employees experience
three dimensions of employee burnout: emotional exhaustion, depersonalisation, and
diminished sense of personal accomplishment. Unique themes emerged in this study
showing that employees and solo entrepreneurs experience their work differently and,
as such, experience burnout very differently. This studied revealed that solo
entrepreneurs experience three very different types of burnout: physical breakdown
(body), mental exhaustion (brain), and lack of challenge (boredom). Once one is aware
of these types of burnout, prevention and early intervention is possible as each type can
each be recognised and managed appropriately.



SUMMARY OF FINDINGS: ENTREPRENEUR BURNOUT PROFILE

Research
reveals 3 distinct types of Entrepreneurial Burnout.
Symptoms differ from burnout experienced by employees. • Take regular

Research findings and helpful practices are outlined below. vacations

Business
ceases to be interesting after
• Automate + delegate
the
challenge of establishing and
growing it is behind you.

• Start a new project
But you still have energy, clear thinking
or a new business

and interest in other areas of life.

BOREDOM

Awareness is the first step.
(Many entrepreneurs 12.5%

For all 3 types, ignoring or

have both Brain and fighting it makes it worse.

Body symptoms
simultaneously.) BODY
62.5% Decision-‐making is difficult.
BRAIN Can’t think as clearly as usual.
“My body just broke down.” Brain is foggy, thinking is fuzzy.

79.2%
Can’t eat, sleep, concentrate. . Mental exertion = physical fatigue.
Increased sensitivity to stress, Lack of sleep can ruin the next day
noise, foods, chemicals. Less work or two. Flexible schedule becomes
and more support required asap. a necessity, not a luxury.

TOP BURNOUT PREVENTION PRACTICES FOR SOLO ENTREPRENEURS:

CLEAR YOUR MIND + GET RESTORATIVE MANAGE TASKS BY ENERGY,

❶ STEP AWAY FROM YOUR WORK

❷ NOT BY URGENCY
Entrepreneurs are “always on” and their minds Batching tasks or time-‐boxing is even more
don’t leave work at 5pm. Build in deliberate helpful when aligned with your natural cycle of
ways to “flush the brain” and truly switch off high + low energy times during the day or week.

twice a day and at the end of each week.
Entrepreneurs constantly make decisions and
Allow breathing room in your schedule. think new thoughts, leading to fatigue. But they
Don’t wait until you get to breaking point. also have more control over their schedules.

Be preventative. Schedule it in advance.
Deliberately step away every day. • Well-‐rested, within 3-‐4 hours of waking:
Decisions + Creativity + Difficult Analysis
• Take a walk in nature Make decisions first, in your best hour
10 minutes at the park or beach
• Mid-‐range energy and clarity hours:
• Talk it out, use your social support Concentration + Learning + Writing

10-‐minute talk vs 48-‐hour crash • Low energy and foggy hours:

Restorative + Repetitive + Familiar
• Relax in, on or near the water
Email + Admin + Mindless filing
Lakes, rivers, beaches, showers, baths
• Reduce task-‐switching:
• Out of your head + into your body Batch all the same tasks together
Yoga, massage, swim, cuppa tea Creative day, Meetings day, Admin day


Table of Contents

1. Introduction...............................................................................................6
2. Orientation ................................................................................................8
2.1. Entrepreneurship defined .............................................................8
2.2. Burnout defined...........................................................................10
2.3. Why solo entrepreneurs..............................................................13
2.4. Research questions......................................................................13
3. Data collection and analysis ....................................................................14
3.1. Stage one – reconnaissance ........................................................15
3.2. Stage two – online surveys ..........................................................15
3.3. Stage three – in-‐depth interviews ...............................................16
3.3.1. Three types of burnout....................................................17
3.3.2. Sleep and being “always on” ...........................................18
3.3.3. Time and control..............................................................19
3.3.4. Stress and pressure..........................................................21
3.3.5. Support and isolation.......................................................21
3.3.6. Introverts and extraverts .................................................22
4. Key findings..............................................................................................23
5. Key implications.......................................................................................25
6. Conclusion ...............................................................................................27
References...................................................................................................28
Appendices ..................................................................................................33
Appendix 1: AIB Individual consent form ...........................................34
Appendix 2: Online survey questions and results...............................35
Appendix 3: Interview themes............................................................40
Appendix 4: Entrepreneur Burnout Profile (EBP) ...............................41


1. Introduction

Burnout and fatigue affect not just work performance, but can lead to long-‐term health,
relational and financial problems (Maslach and Lieter 1997; Leiter and Maslach 2005;
Leiter et al. 2014). This research focuses on exploring burnout, fatigue and stress factors
as experienced by solo entrepreneurs, and draws on academic literature about burnout
in the workplace and a mainstream texts that target the entrepreneurship market.

The purpose of this research is to gain insights into the factors that surround burnout
and fatigue in solo entrepreneurs, and to make recommendations for practice, and
identify common themes and practical measures that can be used to prevent and
reverse burnout.

Burnout research, pioneered by Christine Maslach PhD in the 1970s, focuses on
exploring how working closely with people can lead to burnout (Maslach and Lieter
1997; Maslach and Goldberg 1998; Maslach 1982). Research has typically been
conducted in employee populations with employees who work closely with people, such
as nurses, educators, and psychotherapists (Ashkar et al. 2010; Calnan et al. 2011;
Whitebird et al. 2013; Cordes and Dougherty 1993; Maslach 1982). Burnout and
compassion fatigue research has been crucial in establishing supportive procedures and
policies in the workplace to enable sustainable health and performance outcomes for
employees (ibid.). As more people turn to solo entrepreneurship as a viable work option,
there seems to be an unspoken assumption in the field that burnout findings for
employees hold equally true for entrepreneurs. While it is well recognised than stress
and burnout are inevitable by-‐products of entrepreneurship, almost no literature is
available in this area, which has been largely ignored by scholars and researchers
(Shepherd et al. 2010).

In recent years there has been frequent coverage of entrepreneurial burnout and
entrepreneurial mental health in mainstream publications (Carson 2015; Ellsberg 2014;

Ferriss 2008; Hoehn 2014; Bruder 2014) An assumption has been repeatedly stated that
isolation and overload are common problems for entrepreneurs (Sydney Morning Herald
2011; Smbeco.com 2012; Kraft 2006; Robinson 2011; Gray 2015). Despite this, a gap has
been identified in the academic literature relating to stress and burnout in
entrepreneurs and in people who work alone (Shepherd et al 2010; Grant and Ferris
2009). In particular, this research project explores burnout among solo entrepreneurs
and identifies practical intervention and prevention factors that could increase
productivity and health for solo entrepreneurs.

Surveys and in-‐depth phenomenological interviews were conducted with solo
entrepreneurs about their experiences with burnout and fatigue throughout their
career, both as a solo entrepreneur and as an employee. These interviews were
exploratory and non-‐directive, allowing core themes to emerge from the respondents’
own words without introducing any typical burnout-‐related jargon or predictive
categorisation.

Employees and solo entrepreneurs experience their work differently and experience
burnout differently. As entrepreneurs, the majority of respondents described “never
switching off” and no longer being able to stop thinking about work after 5pm like they
could as employees. For some, this affected their sleep, or their relationships. Counter-‐
intuitively, most respondents felt more isolated when surrounded by people in their
former jobs than they did working for themselves, and chose to go solo to gain a greater
sense of control over their time and meaning in their work. Rather than the lack of
control experienced by burnt out employees, solo entrepreneurs described having full
control over what they do and how and when they do it. As such, rather than the three
burnout dimensions as measured by Maslach’s Burnout Inventory – exhaustion,
cynicism, and professional efficacy – which has been validated for numerous employee
occupations (Maslach 1981; Maslach and Jackson 1981; Langballe et al. 2006), solo
entrepreneurs experience three very different versions of burnout: physical body
breakdown, mental exhaustion, and lack of challenge, each of which can be specifically
recognised and managed.


Five sections follow in this report. Firstly, a brief review of existing literature, then data
collection and analysis. The key findings are extracted in the third section, followed by
key implications for solo entrepreneurs, recommendations for practice, and suggestions
for future research.

2. Orientation
A recent study revealed a seven times higher rate of mental health issues to
entrepreneurs (49%) than the general population (7%) (Carson 2015). The same study
showed that 72% of entrepreneurs reported having mental health problems in
themselves or their immediate family (ibid.). Stress, burnout and mental health issues
are intertwined for entrepreneurs, despite being largely understudied topics in this
population (Shepherd et al. 2010).

Entrepreneurs engage with work differently than their employee counterparts. Despite
frequent references in mainstream press to stress and mental health risks associated
with burnout in the life of an entrepreneur, there has been very little academic research
to support this claim (Carson 2015; Ellsberg 2014; Hoehn 2014; Bruder 2014; Seegal
2012; Robinson 2011; Hughes 2011; Ferriss 2008). Academic burnout research
conducted on employee populations, adopted by authors in mainstream media, has
been assumed to be applicable to the entrepreneurial experience. However, usual
measures of occupational stress and job burnout do not effectively translate to
entrepreneurs (Shepherd et al. 2010; Grant and Ferris 2009). This research takes a look
behind these unspoken assumptions.

2.1. Entrepreneurship defined
It is generally accepted that there is not one single definition that encapsulates
entrepreneurship (Kuratko, 2014; Spinelli and Adams 2012). The word originated from
the French entrependre meaning “to undertake” and has also been described as “a

journey of promise” (Kuratko 2014; Hamilton 2009). The literature includes three
characteristics that separate an entrepreneur from a small business owner. A small
business is generally viewed as a going concern that is managed without much focus on
change or growth. An entrepreneurial venture, in contrast, involves pursuing rapid yet
sustainable growth, immediate profits, and accepting responsibility for a certain level of
risk (Kuratko 2014; Spinelli and Adams 2012). While entrepreneurs may acquire funding
and assemble a team to enable the growth they seek, it is the pursuit of growth and
assumption of risk that defines entrepreneurship, not the means by which that growth is
attained.

The literature reflects an assumption that entrepreneurship is driven by combining
opportunity and individual skills (Kuratko 2014; Shane 2003). However, solo
entrepreneurs describe a necessary dimension of having control over one’s schedule
and meaningfulness in one’s work, which aligns more with Daniel Pink’s (2009) inner
motivational model of autonomy, mastery and purpose.

Entrepreneurs typically gain experience as employees before beginning their own
ventures. Solo entrepreneurship has become mentioned more and more in mainstream
literature and a little in academic literature.

A solo entrepreneur is defined as an entrepreneur with no employees (Wasdani and
Mathew 2014). Solo entrepreneurs include freelancers selling their own services,
owners of agencies of contractors, or individuals who grow their business by expanding
their product line and distribution channels. Solo entrepreneurs may use investment
capital to start or grow their venture, assume risk, and focus on growth and profit, while
deliberately not taking on employees (ibid.).

Of the 1.8 million small businesses in Australia, and most of them are home-‐based
(Switzer 2007). 48.6% of all firms in Australia and 22 million firms in the USA are
reported to be solo entrepreneurs or “non-‐employer businesses”, with combined
receipts of over $950 billion in the American businesses alone (Baron and Shane 2007,
Nagel 2013). Even as employees, it is estimated that over 30% of employees have tried

to tap into Australia’s $51 billion freelancing economy, without being aware of the
potential health risks (Chung 2014). Solo entrepreneurs and micro-‐businesses make a
significant contribution to the economy, and are seven times affected more by mental
health issues, stress and burnout than traditional employees (Carson 2015).

2.2. Burnout defined
Leiter et al. (2014) define the psychological concept of burnout as long-‐term exhaustion
and diminished interest in work. Employee burnout, referred to as job burnout or
compassion fatigue, was first identified in the 1970s and since then has been studied
extensively (ibid.). Job burnout has been persistent over time, and has been found to be
a widespread phenomenon around the world (ibid.). The literature has defined three
typical elements to employee burnout: emotional exhaustion, depersonalisation or
cynicism, and a diminished sense of personal efficacy and accomplishment (Cordes and
Dougherty 1993; Maslach 1981; Maslach 1982).

Initial burnout research focused on proving that the phenomenon exists, and
standardising its measurement in an occupational context (Maslach 1982). The social
context of job burnout focused on the emotional exhaustion experienced by those in
occupations that involved both frequent and intense social interactions, such as nurses,
medical students, teachers and psychotherapists (Maslach 1982; Maslach and Leiter
2010; Whitebird et al. 2013; Montgomery 2014). Also, the level of meaningfulness,
uncertainty and role ambiguity surrounding one’s work has been found to also be
contributing factors to burnout (ibid.). Later literature focused on the degree to which
organisations are responsible for the health and risk of burnout to their staff
(Montgomery 2014; Whitebird et al. 2013; Calnan et al. 2001; Maslack and Goldberg
1998; Maslach and Leiter 2010).


Figure 1. Social Interactions and Job Burnout

Frequency of Social Interactions
Low High
FREQUENT FREQUENT
(NOT INTENSE) & INTENSE

Moderate burnout risk High burnout risk

(NOT FREQUENT) INTENSE
(NOT INTENSE) (NOT FREQUENT)

Low burnout risk Moderate burnout risk

Low High
Intensity of Social Interactions

Source: Created for this research

Burnout, among stress and other mental challenges that face entrepreneurs, has been
discussed more and more frequently in mainstream media in recent years (Carson 2015;
Ellsberg 2014; Hoehn 2014; Hughes 2011; Ferriss 2008). When a psychological topic
becomes popular in entrepreneurial publications in mainstream media, usually a new
piece of academic research or a new book on the subject is cited in one or more of the
popular articles, as was the case with the growing interest in neuroplasticity since 2009
(Doidge 2009; Doidge 2015). However, the entrepreneurial burnout phenomenon, while
frequently discussed, cannot be traced back to a new book or academic research to
spark its recent popularity. The topic seems to have become popular because authors
and entrepreneurs have been writing about personal experiences rather research. The
little academic research found that specifically addresses burnout in entrepreneurs
shows that the measures used for employees are inadequate when applied to
entrepreneurs (Shepherd et al. 2010; Grant and Ferris 2009).

The most common instrument used to assess burnout is the Maslach Burnout Inventory
and its variants (Maslach and Jackson 1981; Schaufeli et al. 1996). These instruments
have been used in academic research primarily with employee populations. While these

instruments have been adapted for various occupational groups and students, no
instruments have been found that are specifically designed for use with entrepreneur
populations.

Of six general areas evaluated in the most common employee burnout assessment, only
one directly applies to the solo entrepreneur. The first area, Workload (See Figure 2
below), is the only area that is directly applicable to the solo entrepreneur’s experience.
The other five areas are not relevant because the entrepreneur has control over their
own work environment and working conditions. Issues such as role ambiguity, role
conflict, role overload, communicating vision, delegation, maintaining drive and
reputation, unforeseen risks, fear of failure, and other entrepreneur-‐specific
antecedents of stress and burnout are not accounted for in employee burnout
assessments (Maslach and Jackson 1981; Shepherd et al. 2010; Grant and Ferris 2009).

Figure 2: Quick Burnout Assessment

Source: Maslach and Leiter 2010, p.48

2.3. Why solo entrepreneurs
This research investigates entrepreneurs in general, and solo entrepreneurs in
particular, exploring aspects of the experience of burnout. This approach provides new
insights for three important reasons.

Firstly, burnout research has traditionally focused on employees, not entrepreneurs.
Solo entrepreneurs are uniquely positioned to describe the similarities and differences
between being an employee and being an entrepreneur because most have held both
roles in quick succession.

Secondly, burnout research has traditionally focused on people who work closely with
people, not people who work primarily alone. Solo entrepreneurs may hire contractors
and engage with clients, but they generally work alone in their business, control their
own schedule, and shoulder the full risk and responsibility for every decision in their
venture without partners or colleagues. This is a very different experience of work and
may lead to a very different experience of burnout.

Finally, even within the context of social psychology, typical burnout research has been
quantitative, investigating prevalence statistics and proving pre-‐existing hypotheses,
whereas this research is qualitative, taking a phenomenological approach to explore the
lived experience of burnout and any common themes that may organically emerge.

2.4. Research questions
The purpose of this project is to explore the phenomenological experience and coping
strategies of solo entrepreneurs related to stress, fatigue and burnout, and make
recommendations for practice. The following questions will be addressed:

• How do solo entrepreneurs experience stress, fatigue and burnout?
• What are the most stressful pressures for solo entrepreneurs?

• How do solo entrepreneurs cope with stress, fatigue, burnout and isolation?
• What are the similarities and differences in stress, burnout and fatigue levels
compared with previous work experience (before becoming a solo
entrepreneur)?
• What strategies do solo entrepreneurs utilise to prevent or reverse elevated
stress and burnout?
• What, if any, systemic themes are present in the profiles of solo entrepreneurs?

This research aims to contribute to a significant issue that affects many entrepreneurs
by opening the door for further academic research for burnout and mental health for
this largely understudied population. Benefits to solo entrepreneurs include providing
recommendations for burnout prevention and reversal in daily practice.

3. Data Collection and Analysis

The research methodology is a qualitative case study focusing on solo entrepreneurs
(Saunders et al. 2012; Yin 2013). Surveys and in-‐depth phenomenological interviews
were conducted with 24 solo entrepreneurs about their experiences with burnout and
fatigue throughout their career, both as a solo entrepreneur and in their previous roles
as either a partnered business owner, consultant, student or employee. An exploratory
and non-‐directive interview approach was deliberately adopted, allowing core themes to
emerge from the respondents’ own words and personal understanding, without
introducing any jargon, interpretation, or arbitrary categorisation.

Secondary data and primary data were collected and analysed as part of this research.
Respondents were sourced via six online networking groups for entrepreneurs. Each
respondent was directed to complete an online survey and informed consent form prior
to their interview (see Appendix 1 and Appendix 2). The completed surveys and
interviews were coded and emergent themes were identified and analysed. Cross-‐
referencing between the surveys, the interview data and the literature also provided
additional insights.

3.1. Stage one – reconnaissance
Initial research was conducted with secondary data, exploring burnout in academic
literature and mainstream publications. These findings are shared in section 2 above.
Burnout research has primarily been conducted on employee populations, with no
mention of entrepreneurs. Additionally, the majority of the burnout research
concentrated on nursing, medical, teaching, and psychotherapy staff (Maslach 1982;
Montgomery 2014). The entrepreneurial experience was not discussed in any of the
literature that was reviewed. Common assessment instruments used in research into
burnout and fatigue were reviewed.

3.2. Stage two – online surveys
Primary data was collected via online surveys. 24 respondents completed a short online
survey (see Appendix 2). The researcher assumed respondents could be busy and have
short attention spans. To ensure the most completed responses, this survey was
designed to be simple, quick and enjoyable to complete online (Typeform.com 2015).
The questions were designed to apply specifically to solo entrepreneurs while also
incorporating elements from commonly used fatigue and burnout instruments, including
the Maslach Burnout Inventory (Maslach and Jackson 1981) and the Fatigue Severity
Scale (Krupp 1989; Neuberger 2003).

Data analysis of this stage
Respondents worked in various industries, including technology, coaching, healing, sales,
finance, and translation services. Despite vastly different industries and work activities,
the described experience of entrepreneurship and burnout was remarkably similar. The
number of years working as a solo entrepreneur varied from a few months to over 30
years, with an average of 9.3 years. Only one of 24 respondents reported feeling no
sense of meaning or contribution in his or her work. There were slightly more female
(54.1%) than males (45.9%) respondents.

Despite 100% stating that they were good at their work, over half the respondents
(54.1%) stated that they missed deadlines a few times per month or more, and most
(87.5%) found that stress and fatigue stopped them from thinking clearly or completing
work as quickly as they would like. Most of respondents (62.5%) reported that stress and
fatigue prevented them from starting as many projects as they would like. Every
respondent bar one (95.8%) stated that stress and fatigue:
• impaired thinking speed; or
• reduced capacity to take on new projects;
• or both.
As a solo entrepreneur is only as productive as his or her ability to start new projects,
think clearly, and complete projects quickly, this finding may have far-‐reaching
performance implications.

3.3. Stage three – in-‐depth interviews
All interviews were conducted via phone or Skype. Each interview was between 60-‐75
minutes in duration. 24 completed the online survey, but only 21 completed interviews.
One respondent was hospitalised, and two mixed up the times and did not reschedule.
Each respondent was briefed about confidentiality and privacy, and permission was
sought to record the audio of the interview. One respondent refused permission to
record and requested only hand written notes be taken.

To minimise researcher bias, while maintaining an unstructured and in-‐depth approach,
leading questions were avoided (Yin 2013). The initial question for each interview was
“Tell me your story of becoming a solo entrepreneur, and your story of burnout or
fatigue, if you have one.” From there, if any pertinent themes were mentioned,
following questions took the form of “I’m curious, you mentioned {theme}. Would you
tell me more about that?”


Data analysis of this stage
Interviews revealed three different types of burnout symptoms, each of which is
different from the typical employee burnout dimensions. The most common and
significant themes that emerged during the interviews include:
• Three types of burnout
• Sleep and being “always on”
• Time and control
• Stress and pressure
• Support and isolation
• Introverts and extraverts

3.3.1. Three types of burnout
Respondents described three distinct types of burnout: (i) the body just broke down,
with physical symptoms, often affecting the immune and digestive systems; (ii) mental
fatigue, with fuzzy thinking, exhaustion, forgetfulness and poor concentration; and (iii)
lack of challenge, with disinterest in the business once it was financially stable. Some
respondents reported having one major burnout experience, while many had one initial
burnout experience and many subsequent mini-‐crashes. For many, despite serious
improvements they have not ever felt as strong or had the same level of energy since
that first crash. For many with physical symptoms, there was also a relational issue or
relational trauma also described.

“I tried to work and I could only last an hour. I couldn’t
even sit at a desk.”

“My brain was fuzzy and I couldn’t produce. I couldn’t eat,
couldn’t sleep, couldn’t concentrate.”

“It was really disheartening. And scary. I’m used to being
capable and competent, and all of a sudden I wasn’t.”

“Burnout is something you tend to recognise in

hindsight.”

“My body just broke down. It was devastating, but I
couldn’t do anything about it.”

3.3.2. Sleep and being “always on”

Many respondents reported having trouble with sleep, and that their minds were
“always on” and they “couldn’t switch off.” Respondents gave various reasons for this,
from childhood trauma to head injury to having lots of ideas racing around the mind.
Sleep troubles were separated into three distinct types: (i) Trouble getting to sleep
easily; (ii) Needing more rest no matter how long they slept; and (iii) Getting to sleep
easily, but waking up for a couple of hours around midnight.

Those who couldn’t get to sleep easily either cited a childhood trauma that had taken
place at night, or described their mind racing with thoughts – usually about their
business – and that they found it hard to quiet the mind and drift off. Most used several
sleep strategies and could to get to sleep within an hour. Those who felt they needed
more and more rest identified as experiencing burnout currently, or being in recovery.
They were very protective of their sleep hygiene and had 7-‐9 hours sleep every night as
often as possible.

The group who got to sleep easily but woke in the night all described almost the exact
same experience, but different interpretations of that experience. They described falling
asleep then waking for two hours, then going to sleep again only to feel refreshed upon
waking around sunrise. The interpretations were either: (a) lying in bed trying to go back
to sleep for the full two hours, getting more and more frustrated and worried; or (b)
getting up, making a tea, meditating or writing for the two hours, then going back to
sleep. All mentioned the broken sleep to their doctors and spouses, and their doctors
had told them it was a problem. None of the respondents had heard of segmented

sleep, even though they were regularly experiencing it. Sleep historians have found that
“first sleep, second sleep” was common knowledge in the times before the invention of
the electric light bulb (Ekirch 2005). Researchers claim that this broken sleep is a golden
time for creativity (Emslie 2014) and that the prolactin boost provides by this benevolent
insomnia may reduce inflammation and improve memory (Gamble 2014). Entrepreneurs
could stop worrying unnecessarily about their sleep patterns if they understood this
common phenomenon.

“I was really sick. My immune system wasn’t working
very well. And I had a lot of trouble with my sleep.”

“I need my rest. Exercise, good food, everything else I can
do without. But if I don’t get enough rest, nothing works.”

“My mind is always on. I didn’t have that until I worked
for myself.”

“I’m always having ideas about the business. They’re just
racing all over the place. I need to do something physical
to flush my brain or it just gets too exhausting.”

“I wake up from about 1-‐3am. Sometimes 2-‐4am. I might
have a cuppa tea, write out some ideas. Then I go back to
sleep and wake up refreshed at 6.”

“If I don’t get enough rest I can’t think straight or do
anything for the next few days. It’s really important.”
3.3.3. Time and control

The most common reason stated for going solo was not to have more money, but to
have more flexibility with time. Not necessarily wanting to work less hours overall,

respondents described a desire to have flexibility overwhen they worked, especially to
spend more time with children, less time commuting, and to be able to work around
family commitments and health needs. The majority of respondents (62.5%) shared that
unreasonable and inflexible work hours in a previous role had led to their initial
experience of burnout, and that having time to rest and take breaks when needed
enabled them to not experience such severe burnout symptoms in the future. They also
described a sense of meaning and agency that comes with having control over one’s
own schedule.

“In corporate, I copped a lot of flack for taking time off
and I got really sick. Now that I plan my breaks in
advance, I’ve never had the same symptoms since.”

“I can create my own schedule, and take big chunks of
time away. There are very few limitations that are
externally generated.”

“I turn my phone to airplane mode for an hour every day
and get down to the beach.” “On my days off I do
something really restorative, like hiking.”

“Being a fulltime mum is my first priority. If I need to, I
want to be able to drop everything to be there for my kids
without employees or investors breathing down my neck.”

While every respondent mentioned having control and flexibility over their schedule was
a dominant reason for choosing to be a solo entrepreneur, only one-‐third of the
respondents actually turned up on time for their scheduled interview, even when a
reminder SMS was sent to their phone (for 50% of the interviewees). The interviewees
scheduled their own appointments via an online scheduler, and chose their own date
and time for the interview. However, many did not note the appointment in their
calendar, or thought it was on a different day or at a different time than was scheduled.

On average, the researcher spent the first 8-‐12 minutes of the scheduled interview time
tracking down each respondent via phone, email and social media.
3.3.4. Stress and pressure

When asked what caused the most stress or pressure, some said “Everything, I can’t
narrow it down,” while many respondents shared where their stress was vented rather
than what caused it. The most common area in which stress and pressure “came out”
was in their spousal relationships. Many cited previous financial pressures but that was
not a common stressor currently. Nothing specifically was attributed to causing the most
stress. However, when the respondents hadn’t had enough sleep, everything felt more
stressful and they were more irritable in their communications in the home.
“The thing that gives, where my stress comes out, is in my
relationship with my husband. Whenever I am tired I take
it out on him.”

“I’m still stressed, but it’s a different stress now.”

“I was in high pressure work, with high expectations on
performance and results. That’s when I got burnt out.”

“It comes down to the basics. If I don’t get enough sleep
or basic nutrition or hydration, I just can’t handle much at
all and everything feels more stressful.”

3.3.5. Support and isolation

While all described themselves as independent from an early age, some respondents
were very comfortable asking for help, while others only recently starting to develop this
skill. Almost all of the respondents felt they had a lot of support available to them, both
through friends and family and via professional networks. Paradoxically, the most

common experience of isolation did not occur as a solo entrepreneur, but when
respondents were in traditional employment. Many described feeling very isolated
when surrounded by lots of people in the workplace. The worst – and most common –
experience of organisational culture, when a person or team in the role of providing
support was not actually supportive, and had to be avoided in times of stress rather
leaned on.
“They didn’t believe me at first. It took my supervisor a
few weeks to see how serious it was.”

“I thought they were there for me, but suddenly I found
myself out in the cold.”

“Having ‘named’ support that’s not actually supportive.
Like when everyone knows that whoever goes and talks to
the HR department about their troubles is getting fired.”

“When you have to walk on eggshells around and cover
your *ss in front of them… It just grinds down the spirit.”

3.3.6. Introverts and extraverts

No questions were asked about introversion or extraversion, but many respondents
identified as one or the other as the reason for one of their other responses. The most
notable difference between self-‐described introverts and extraverts is that that
introverts describe feeling really productive on their own, whereas the extraverts would
prefer to have a partner in the business with them. Each respondent who self-‐identified
as an extravert mentioned having previous business partners, and some mentioned that
they’re only working solo because they’re looking for a new business partner. Introverts
did not mention a business partner, former, present or future, and described working

solo as a conscious decision that inoculated them from the burnout factors they had
experienced in previous workplaces.
“I’ve always been a bit of a lone wolf.”

“I’ve always been independent. Even as a child. I’m very
resilient.”

“I had a partner that really let me down. I’ve had a more
independent path. But I’m actively looking to take on a
partner right now.”

4. Key Findings
How solo entrepreneurs experience burnout, stress and fatigue

The overall findings indicate that solo entrepreneurs experience control, time, work, and
social support differently to employees. Consequently, the way they experience burnout
is also significantly different. Personal or organisational strategies used to alleviate or
prevent burnout in employee populations may require significant alteration to be
effective in the solo entrepreneur population.

Respondents described burnout in solo entrepreneurs as taking three distinct forms:
• Physical body breakdown;
• Mental fatigue; and
• Lack of challenge.
This differs significantly from the usual dimensions of employee burnout, which are
emotional exhaustion, depersonalisation, and diminished sense of personal
accomplishment (Maslach 1982). Solo entrepreneurs tend to personalise and internalise
their experiences more during phases of fatigue or burnout, in contrast to employees
who experience a sense of depersonalisation during burnout (ibid.).

Almost all respondents interviewed had experienced burnout working long hours in
high-‐pressure corporate or consulting careers before they decided to work for
themselves. In the majority of cases, becoming a solo entrepreneur was the cure to their
burnout, rather than its cause. Also, in 54.2% of respondents, the decision to go solo
was to have greater flexibility and control over the work schedule, with 69.2% of those
cases wanting more time to be flexible around time with children and family. Often the
area in which the respondent felt a lack of control in the workplace and served as a
catalyst to “inspire” the respondent to work for him-‐ or herself in order to gain more
control over that particular aspect of their daily work experience: schedule, breaks,
support, clientele, food, or decision making.

How solo entrepreneurs prevent and cope with burnout, stress and fatigue
Solo entrepreneurs reported preventing using burnout by planning work breaks or
vacations in advance, balancing their workload, and utilising social and professional
support networks.

Despite working alone now, most respondents cited that they felt most isolated while
surrounded by people in a previous work environment. Many described having support
systems in place that paid lip service to supporting employees, but that could not be
relied upon for actual support. Many reported maintaining a brave face in order to keep
one’s job, rather than being able to use support systems to ease the work-‐related
burdens. This kind of pseudo-‐support seemed to increase stress and pressure in each
respondent that shared such an experience, and became a key reason in the decision to
go solo. The majority of respondents described having very strong personal and
professional support networks in their lives that they accessed regularly as a solo
entrepreneur.

Self-‐identified introverts and extraverts expressed very different experiences of solo
entrepreneurship. Solo entrepreneurs who described themselves as “a lone wolf” or “a
solitary person” enjoy the experience of working alone, making their own decisions,
having no one to answer to, and having contact primarily with clients and close friends

and family rather than colleagues. Introverts had reliable support networks, but were
solitary in their business activities and business decisions. Extraverts, however, felt they
did their best work in partnerships, had often worked in partnerships in the past, and
tended to only work solo while between partnerships.

Every respondent was aware of their personal early warning signals and coping
strategies they used when getting close to burnout. Most spontaneously said that they
would like to be more proactive and preventative about “doing what works” rather than
waiting until they hit the wall. Common coping strategies include being in nature,
meditating, showers, yoga, taking a walk. Two very common coping strategies were
making lists and being in or on the water (swimming, kayaking, surfing, walking near the
lake, taking a bath). Water seems to have soothing effect and clears the mind, which is a
common need among all the respondents.
5. Key Implications
Typical measures of occupational stress and job burnout do not fully apply to
entrepreneurial stress and burnout (Shepherd et al. 2010; Grant and Ferris 2009). This
research contributes in part to start shedding some light on the issue of burnout in this
important but largely understudied population.

Employees and solo entrepreneurs do not experience work the same way, and they do
not experience burnout the same way. Differences in control of schedule, isolation, and
downtime results in burnout manifesting differently in solo entrepreneurs than in
employees. Employees experience burnout as a combination of exhaustion, cynicism,
and professional efficacy (Maslach 1982; Langballe et al. 2006), whereas solo
entrepreneurs experience three very different versions of burnout: physical body
breakdown, mental exhaustion, and lack of challenge.

Respondents consistently reported having greater control over their schedule as solo
entrepreneurs, but also having the experience of “always being on” The experience of
“the mind always racing with ideas,” “there’s always another decision to make,” and not

being able to “leave work at the office at 5pm like normal people” was described over
and over in the interviews.

Burnout symptoms were experienced in the past, but recurred from time to time for
many respondents. Despite the mental health risks, entrepreneurs have been known to
regard working around the clock or never sleeping as a status symbol (Carson 2015;
Hoehn 2014; Gamble 2011; Ferriss 2008). However, with insufficient sleep, solo
entrepreneurs experienced more stress and pressure, which most commonly showed up
in their personal relationships, decision-‐making ability, and time management. The most
effective coping strategies involved getting out of one’s thoughts completely with a
physical or social activity, or spending time in nature, in a way that enabled the
respondent to “switch off” and “flush the brain.”

For respondents who described burnout as a less recent event, or those who had had
chronic burnout symptoms for two or more years, common themes emerged about time
management methods that worked around fluctuating mental and physical energy
levels. Counter-‐intuitively, isolation was experienced more when working a job
(surrounded by colleagues) than when working alone. Solo entrepreneurs often design,
access, and adjust aspects of time management and social support that are most helpful
for them personally.

The top five recommendations for solo entrepreneurs are:
(1) Know your personal early warning signs: brain, body or boredom;
(2) Learn to clear your mind and step away from your work daily and weekly;
(3) Balance your work to allow both time alone and social contact; and
(4) Time-‐box tasks based on energy levels and mental capacity, not by urgency;
(5) Embrace natural sleep cycles, including segmented sleep, but don’t force it.

Solo entrepreneurship enables higher levels of autonomy, agency and purpose, but can
increase uncertainty, stress and role ambiguity, while reducing sleep and the ability to
shut off and clear the mind. Most solo entrepreneurs report having some rejuvenating

and restorative practices, but don’t use them as often or as regularly as they would like.
Best practice coping and prevention strategies include by aligning work, sleep and
restoration patterns with natural cycles. Recommendations are provided in more detail
in the Entrepreneur Burnout Profile (Appendix 4).

6. Conclusion
The greatest challenge during this research project was the consistent tardiness and
forgetfulness of the respondents in regard to the interview schedule, but this became
valuable data. A debt of gratitude is owed to each of the solo entrepreneurs who shared
their time and their stories by being part of this research. Their contribution has helped
to reveal unique insights that may help other solo entrepreneurs.

Future research could expand on these findings and attempt to establish more detailed
prevalence data. Similar research could be conducted with other sub-‐groups within the
entrepreneur population. Action research or longitudinal studies could be conducted to
evaluate the efficacy of burnout prevention or reversal strategies in entrepreneurs.
Many references were made to adverse childhood experiences and relational trauma in
the interviews, and more frequent references are made to mental health and
entrepreneurship in mainstream media. It may be fruitful to conduct linguistic or
psychological research to explore links between adverse childhood experiences, types of
burnout, and entrepreneurship as a career path.

This research revealed some thought-‐provoking insights into the experience and
prevention of burnout, stress and fatigue in solo entrepreneurs, and made
recommendations of practical measures for the prevention and reversal of burnout.


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8. Appendices
Appendix 1: Individual consent form...........................................................18
Appendix 2: Online survey questions and results........................................19
Appendix 3: Interview themes.....................................................................25
Appendix 4: Entrepreneur Burnout Profile (EBP) ........................................27


Appendix 1: Individual consent form

Appendix 2: Online survey questions and results










Appendix 3: Interview themes
ENTREPRENEUR vs JOB
Story of going solo Similarities + differences
BURNOUT/FATIGUE
Story of burnout COPING
- Emotional exhaustion
- Depersonalisation
- Personal accomplishment
STRESS SUPPORT
Most stressful pressures Isolation
Biggest complaint
TRAUMA
Siblings and parents FAMILY
Early or tragic deaths
Major loss or separations
Don’t talk about
DESIRES LESSONS

Appendix 4: BEurnout,
MBA Thesis: ntrepreneur Burnout
Stress, Fatigue Profile (EBP)
+ Solo Entrepreneurs 2015

Research reveals 3 distinct types of Entrepreneurial Burnout.

Symptoms differ from burnout experienced by employees.
Research findings and helpful practices a re o utlined below. • Take regular

vacations

Business ceases to be interesting after
• Automate + delegate
the challenge of establishing and

growing it is behind you.
• Start a new project

But you still have energy, clear thinking

or a new business

and interest in other areas of life.
BOREDOM Awareness is the first step.
(Many entrepreneurs
12.5% For all 3 types, ignoring or
have both Brain and fighting it makes it worse.
Body symptoms
simultaneously.) BODY
62.5% Decision-‐making is difficult.
BRAIN Can’t think as clearly as usual.
“My body just broke down.” Brain is foggy, thinking is fuzzy.

79.2%
Can’t eat, sleep, concentrate. . Mental exertion = physical fatigue.
Increased sensitivity to stress, Lack of sleep can ruin the next day
noise, foods, chemicals. Less work or two. Flexible schedule becomes
and more support required asap. a necessity, not a luxury.

TOP BURNOUT PREVENTION PRACTICES FOR SOLO ENTREPRENEURS:

CLEAR YOUR MIND + GET RESTORATIVE MANAGE TASKS BY ENERGY,

❶ STEP AWAY FROM YOUR WORK

❷ NOT BY URGENCY
Entrepreneurs are “always on” and their minds Batching tasks or time-‐boxing is even more
don’t leave work at 5pm. Build in deliberate helpful when aligned with your natural cycle of
ways to “flush the brain” and truly switch off high + low energy times during the day or week.

twice a day and at the end of each week.
Entrepreneurs constantly make decisions and
Allow breathing room in your schedule. think new thoughts, leading to fatigue. But they
Don’t wait until you get to breaking point. also have more control over their schedules.

Be preventative. Schedule it in advance.
Deliberately step away every day. • Well-‐rested, w ithin 3-‐4 hours of waking:
Decisions + Creativity + Difficult Analysis
• Take a walk in nature Make decisions first, in your best hour
10 minutes at the park or beach
• Mid-‐range energy and clarity hours:
• Talk it out, use your social support Concentration + Learning + Writing

10-‐minute talk vs 48-‐hour crash • Low energy and foggy hours:

Restorative + Repetitive + Familiar
• Relax in, on or near the water
Email + Admin + Mindless filing
Lakes, rivers, beaches, showers, baths
• Reduce task-‐switching:
• Out of your head + into your body Batch all the same tasks together
Yoga, massage, swim, cuppa tea Creative day, Meetings day, Admin day


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MBA

Thesis: Burnout, Stress, Fatigue + Solo Entrepreneurs 2015

S. Jade Barclay -­‐ 1 -­‐ burnoutprofile.com

S. Jade Barclay -­‐ 2 -­‐ burnoutprofile.com

SUMMARY OF FINDINGS: ENTREPRENEUR BURNOUT PROFILE

For all 3 types, ignoring or

CLEAR YOUR MIND + GET RESTORATIVE MANAGE TASKS BY ENERGY,

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Table of Contents

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2.1. Entrepreneurship defined

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2.2. Burnout defined

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Figure 1. Social Interactions and Job Burnout

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2.3. Why solo entrepreneurs

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3. Data Collection and Analysis

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3.1. Stage one – reconnaissance

3.2. Stage two – online surveys

Data analysis of this stage

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3.3. Stage three – in-­‐depth interviews

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Data analysis of this stage

3.3.1. Three types of burnout

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“Burnout is something you tend to recognise in

3.3.2. Sleep and being “always on”

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3.3.3. Time and control

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3.3.4. Stress and pressure

3.3.5. Support and isolation

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3.3.6. Introverts and extraverts

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“I’ve always been a bit of a lone wolf.”

How solo entrepreneurs experience burnout, stress and fatigue

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Appendix 1: Individual consent form

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Appendix 2: Online survey questions and results

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3.3. Stage three – in-‐depth interviews

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