Alysa Liu & Burnout: Lessons for Reclaiming Control & Finding Your ‘Why’
The Olympics, for me, are a masterclass in human resilience. Beyond the medals and records, it’s the stories of dedication, perseverance and sometimes, the courage to step away that truly resonate. This year, Alysa Liu, the 2026 Olympic gold medalist in figure skating, captured my attention. Her journey isn’t just about achieving peak athletic performance; it’s a powerful illustration of how recognizing limits, prioritizing well-being, and redefining success are essential components of sustainable performance – in sport and in life.
Liu’s story took an unexpected turn when, at just 16 years old, she paused her skating career after achieving significant success, including two U.S. National titles and international competition experience. She simply wanted a normal adolescence, a desire that sparked debate within the skating world. Was it premature? Was it a waste of potential? The questions missed a crucial point: Liu was experiencing burnout and possessed the self-awareness – and support – to address it. Her return to competition, later, was equally notable, undertaken on her own terms. This willingness to pause, reassess, and return demonstrates a sophisticated understanding of what it takes to thrive, not just perform.
The Push and Pull of Leaving
Liu’s experience highlights a common dynamic: the reasons people leave roles, whether in sports or the workplace, often fall into two broad categories – being “pushed” or being “pulled.” Research from Harvard Business Review suggests that employees may be pushed away by negative factors like a toxic culture, lack of support, or an overwhelming workload. Conversely, they may be pulled toward latest opportunities offering better alignment with their values, greater recognition, or a chance to reset their lives. These forces translate into four key reasons for departure: escaping a negative environment, regaining control, realigning with personal values and skills, and pursuing the next step in one’s journey.
For Liu, the need for control was paramount. She wanted autonomy over her schedule and her body, a freedom from the constant scrutiny and restrictions that came with elite athletic training. She also desired to be recognized for her artistic expression, not solely for her competitive results. Achievement had become her sole identity, a precarious position that left little room for personal growth or joy. This echoes a pattern observed in high-achieving professionals who, at the peak of their careers, feel depleted and disconnected, despite outward signs of success.
Beyond Burnout: The Engaged-Exhausted State
It’s crucial to distinguish between burnout and a related state researchers call “engaged-exhausted.” Burnout, as defined by the Maslach Burnout Inventory, is characterized by chronic exhaustion, cynicism, and a lack of professional efficacy. Still, engaged-exhausted individuals remain passionate about their work but experience high levels of stress and mixed feelings. They are deeply invested but also deeply strained. A study surveying over 1,000 workers found that 35.5 percent were moderately engaged-exhausted, and 18.8 percent were highly so. Surprisingly, this group exhibited the highest rate of turnover intention, even exceeding those experiencing full-blown burnout.
This highlights a critical point: passion alone isn’t enough. Sustainable performance requires more than dedication; it demands a supportive environment that prioritizes well-being, provides opportunities for growth, and fosters a sense of meaning and impact. When organizations fail to address these needs, they risk losing their most engaged – and exhausted – employees.
Creating Sustainable Work Experiences
So, what can organizations do to prevent burnout and foster sustainable performance? The key lies in creating work experiences that prioritize significance, amplify value, respect, and trust, and provide opportunities for learning and growth. This means moving beyond simply measuring output and focusing on the overall well-being of employees. It requires recognizing that people are not machines and that their intrinsic motivation is fueled by autonomy, connection, and challenge. Decades of research consistently demonstrate the importance of these factors in driving intrinsic motivation.
Lessons from Alysa Liu’s Journey
Professionals can learn valuable lessons from Liu’s experience. First, it’s crucial to separate identity from output. Developing interests and roles outside of work can provide a buffer against burnout and foster a sense of wholeness. Leadership researcher Nick Petrie’s work supports this, showing that having diverse identities helps individuals maintain long working hours without succumbing to exhaustion. Second, normalizing recovery is essential. Creating an “opposite world” – a hobby or activity that engages a different part of the brain – can provide a powerful respite from work-related stress and contribute to detachment and recovery. Finally, it’s vital to reconnect with your “why.” Regularly asking yourself what aspects of your work still energize you, where you feel a sense of choice, and what impact you’re making can help reignite your passion and purpose.
Alysa Liu’s story is a reminder that loving what you do is a renewable resource. Sometimes, the most strategic move is to pause, reflect, and remember why you started in the first place. High performance and well-being are not mutually exclusive; they require boundaries, recovery, and a conscious commitment to prioritizing both.
Looking Ahead: Prioritizing employee well-being isn’t simply a matter of ethical responsibility; it’s a strategic imperative. Organizations that invest in creating sustainable work experiences are more likely to attract and retain top talent, foster innovation, and achieve long-term success. The conversation is shifting from simply addressing burnout to proactively building resilience and fostering a culture of well-being, recognizing that a thriving workforce is the foundation of a thriving organization.