An Interview With Chad Silverstein
Gamification of Employee Wellness
Some organizations are using gamification to make well-being engaging. Apps like Virgin Pulse reward employees for completing wellness challenges, such as walking a certain number of steps or practicing mindfulness. This approach encourages healthy habits while fostering friendly competition among colleagues.
In today’s high-pressure business landscape, burnout has become an epidemic affecting both employees and leaders. The question is — how can companies create workplace cultures that prioritize well-being without compromising performance? To dive into this important topic, we are interviewing Rick Williams.
Rick Williams is an inspiring writer and speaker sharing his experience as a company founder, CEO, scientist, management consultant, and board member. His new book Create the Future is a leadership guidebook for being more creative and making better decisions for your company and yourself when you must get it right. Rick is a physics graduate of the University of Pennsylvania followed by Harvard Business School.
Thank you so much for joining us in this interview series. Before we dive into our discussion, our readers would love to “get to know you” a bit better. Can you share with us the backstory about what brought you to your specific career path?
I loved to be outdoors as a kid, exploring the woods and streams near my home in Ruxton, a small village outside of Baltimore, MD. I was not interested in school, but my parents and teachers believed I had gifts that did not seem important or special to me at the time.
They sent me to Calvert School in Baltimore with a rigorous academic curriculum. I struggled in some ways because I had, and still have, what my younger sister came to call a “learning disability.” I cannot tell whether a word is spelled correctly.
After sixth grade, I graduated from Calvert and moved to St. Paul’s School, a boys’ school outside Baltimore. At St. Paul’s, I found my footing as a math and science student while also excelling in writing, particularly poetry. I was pushed to advanced science courses, while my English professors wanted me to pursue a writing career.
I attended the University of Pennsylvania, where both parents were alumni. I enrolled in the honors physics program with three other physics majors in my class. My goal was to advance science and contribute to the space program. (Elon Musk is also a physics graduate from Penn.)
Getting a physics PhD would have been the normal next step, but I saw myself as more than a scientist. At Penn, I played lacrosse, wrote for the literary journal and student newspaper, and became involved in politics through the Young Democrats on campusI wanted to experience “real life” before deciding whether to get a PhD or take another path.
I moved to Boston to work for Itek Corporation, a leader in photo-optics technology. Itek built the cameras on the U-2 reconnaissance planes, and I soon led the optics design work for putting large cameras in orbit.
I continued my involvement in politics and eventually took a break from my science and technology roles. I was elected as the Democratic nominee for the US Congress from the 5th District of Massachusetts. Though I did not win the final election, the experience reshaped my views on my potential contributions to the world and the path I wanted to pursue.
Harvard Business School and management consulting with Arthur D. Little, Inc. followed. In addition to advising private clients, I worked with US federal agencies such as EPA and the President’s Council on Environmental Quality developing the first major wave of environmental and energy regulations for US industries. I helped develop the first major wave of environmental and energy regulations for U.S. industries, ensuring that national policies aligned with both policy goals and the realities of industry technologies and economics.
Can you share the most interesting story that happened to you since you started your career?
Sailboat racing is an important part of my life away from the office. I own a J/130 sailboat named CHARIAD whose home port is Marblehead, Massachusetts. The CHARIAD team of eight to ten sailors has won many local and regional regattas. (See www.CHARIAD.com)
In June 2024, we raced CHARIAD from Newport, RI, to Bermuda — a distance of 635 miles. The team worked for nine months to prepare to sail a 43-foot boat across the Atlantic Ocean outside of Coast Guard rescue range and to compete in and win the Bermuda race.
We started with 170 other boats and raced competitively to within 100 miles of Bermuda. We hit a big wave hard, and my boat’s hydraulic backstay securing the mast to the boat’s stern failed. The mast was in danger of coming down in the heavy seas. After almost a year’s work preparing to do this race, we were stopped 100 miles off Bermuda and working to save the boat. What do we do now?
I was the captain. I could make decisions on my own.
Every crew member was responsible for an important element of our preparation for the race and our race performance. We had two watch captains and a navigator. A crew member was responsible for provisioning, and another was responsible for onshore logistics. A crew member was responsible for liaison with the race committee, compliance with race requirements, and passport control. A crew member managed the boat yard’s work preparing CHARIAD for the race.
As the captain of the boat, I am responsible for making decisions on behalf of the boat and the crew. After the backstay hydraulic failed, we grabbed a spare halyard going to the top of the mast and attached it to the stern of the boat to keep the mast from crashing forward onto the bow and into the water. We got the boat under control, and the mast was not in immediate danger of coming down.
I asked the team for their assessment of our options and thoughts on what we should do. Through the discussion, we clarified that we could continue sailing but not race competitively. We could cross the finish line 100 miles away, but we would not be competing, just finishing for the sake of saying we finished.
After our open discussion, with no whiteboard available, I decided to withdraw from racing. We motored the last 100 miles to Bermuda. While we were not in storm conditions, the strong winds and high waves had already sunk two boats going to Bermuda and would sink another while returning to the US. I did not want to put us at further risk just to say we sailed across the finish line. Everyone on the boat was deeply disappointed, but I made the right decision after asking the crew to help me understand the options and weigh the choices I had.
As the captain of the boat, I make better decisions for the boat and the crew when I pause to listen to their input and points of view. In the end, I must decide what to do — to choose — but I make better decisions when I am open to more than my own thinking about the choices I have.
You are a successful leader. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?
I spent ten years as a management consultant with Arthur D. Little, Inc. My experiences at ADL transformed my career, my understanding of who I was, and my skills as a leader.
I came to ADL believing I had been successful as a scientist/engineer and as a political leader. Arthur D. Little had little organizational structure — very horizontal. I was a “smart kid,” but now I was with lots of smart kids working with clients around the globe.
We were expected to develop our own clients and casework quickly. When I had a consulting assignment, I could ask anyone in the company to join the project — even the CEO. However, no one was required to accept, and they could decline for any reason. Likewise, I had the freedom to turn down assignments led by others.
I quickly realized that success depended on building strong relationships with colleagues, both younger and more experienced. I learned to assemble teams of ADL colleagues who wanted to work with me, and together, we got the work done.
The skills that contributed to my success at ADL and throughout my career include:
- Building strong relationships with clients facing complex, multidisciplinary challenges
- Translating those challenges into well-defined work projects
- Assembling and leading teams of specialists to develop effective solutions
- Communicating clearly and concisely, both in writing and verbally
What are some of the most common causes of burnout in today’s workplaces, and what signs should leaders look out for in their teams?
Burnout in today’s workplaces is a growing concern, driven by several common factors. One major cause is excessive workload, where employees are overwhelmed with tasks beyond their capacity. Unrealistic deadlines and long hours contribute to chronic stress, making it difficult to recover. Another key factor is lack of control — when employees feel they have no autonomy over their work or schedules, they become disengaged.
Unclear expectations also fuel burnout. When roles and responsibilities are constantly shifting, employees may struggle to find stability and direction. Similarly, poor work-life balance is a significant contributor. Many workers feel pressured to remain constantly available, blurring the boundaries between professional and personal life.
A toxic work environment can also accelerate burnout. High-pressure cultures, unsupportive management, and interpersonal conflicts create emotional exhaustion. Additionally, lack of recognition can be demotivating; employees who feel their hard work goes unnoticed often become disengaged and dissatisfied.
Leaders should be vigilant for signs of burnout in their teams. Increased absenteeism, declining performance, and missed deadlines can indicate exhaustion. Behavioral changes, such as irritability, withdrawal from colleagues, or a sudden drop in enthusiasm, are also red flags. Physical symptoms, including fatigue, headaches, and frequent illness, may suggest chronic stress.
To prevent burnout, leaders should encourage open communication, set realistic expectations, promote work-life balance, and recognize employees’ contributions. By fostering a supportive workplace, organizations can improve both productivity and employee well-being.
How do you personally balance the need to drive results with the need to ensure employee well-being?
Balancing the need to drive results while ensuring employee well-being requires a thoughtful leadership approach. I believe that productivity and well-being are interconnected — when employees feel valued, supported, and balanced, they perform at their best.
One key strategy is setting clear yet realistic expectations. I ensure that goals are ambitious but achievable, avoiding unnecessary pressure that could lead to burnout. Open communication is essential — I regularly check in with team members to assess their workload and any challenges they may be facing.
Another critical aspect is empowering employees with autonomy. Micromanaging stifles creativity and motivation, while trust fosters engagement. I encourage team members to take ownership of their work while providing guidance and support as needed.
Promoting work-life balance is also a priority. I discourage excessive overtime and encourage time off to recharge. Flexible work arrangements, such as remote work options and adaptable schedules, help employees maintain personal well-being while meeting professional commitments.
Additionally, recognition and appreciation play a vital role in motivation. Acknowledging hard work, whether through verbal praise, incentives, or growth opportunities, fosters a positive culture where employees feel valued.
Ultimately, I believe in leading by example. If I prioritize well-being while maintaining high standards, my team is more likely to do the same. A people-first approach doesn’t just create a healthier workplace — it also drives sustainable, long-term results.
What role does communication play in creating a burnout-free workplace, and how can leaders foster open dialogue about mental health and work-life balance?
Effective communication is essential in creating a burnout-free workplace. It ensures that employees feel heard, valued, and supported, reducing stress and increasing engagement. When communication is transparent and open, employees are more likely to express their concerns before burnout becomes a critical issue.
One of the most significant roles communication plays is setting clear expectations. Employees often experience burnout when they face unrealistic workloads, unclear job roles, or constant changes without guidance. Leaders must communicate priorities, deadlines, and responsibilities effectively, ensuring that workloads remain manageable.
Communication also fosters psychological safety, where employees feel comfortable discussing their stress levels, mental health, and work-life balance without fear of judgment or consequences. When leaders openly address these topics, they break the stigma surrounding mental health in the workplace.
To encourage open dialogue, leaders should regularly check in with their teams. These can be one-on-one meetings or team discussions where employees can share their challenges and suggest solutions. Instead of only discussing performance metrics, leaders should ask about well-being, workload, and job satisfaction.
Another key approach is leading by example. When leaders set boundaries — such as not sending emails after work hours or openly taking time off for mental health — employees feel encouraged to do the same. Leaders should also provide resources and support, such as access to mental health programs, flexible work options, and wellness initiatives.
Additionally, creating anonymous feedback channels can help employees voice concerns they may not feel comfortable discussing directly. Surveys or suggestion boxes can provide insight into stressors affecting the team.
Recognition and appreciation also contribute to a burnout-free workplace. Regularly acknowledging employees’ efforts through praise, incentives, or professional development opportunities ensures they feel valued, reducing disengagement and exhaustion.
In summary, communication plays a crucial role in preventing burnout by fostering a culture of openness, setting clear expectations, and providing support. When leaders prioritize honest dialogue about mental health and work-life balance, they create an environment where employees feel empowered, engaged, and motivated to perform at their best — without sacrificing their well-being.
What is your take on traditional corporate norms, like long working hours and “always-on” availability? Are these practices outdated, or do they still have a place in certain industries?
Traditional corporate norms like long working hours and “always-on” availability were once seen as necessary for productivity and career success. However, in today’s workplace, these practices are largely outdated and often counterproductive.
Research consistently shows that excessive work hours lead to burnout, decreased productivity, and higher turnover. The belief that being constantly available equates to commitment overlooks the importance of rest, focus, and work-life balance. Employees who are always “on” struggle to disconnect, leading to chronic stress and reduced creativity.
That said, certain industries may still require these practices in specific situations. Healthcare, emergency services, and investment banking, for example, often demand extended hours due to the nature of their work. Even in these fields, however, organizations must find ways to support employees’ well-being, such as structured rest periods and mental health resources.
For most industries, flexibility is a better alternative to traditional norms. Many companies are shifting towards results-based performance rather than hours worked. Remote work, flexible schedules, and clear boundaries around after-hours communication foster healthier, more engaged teams.
Ultimately, while some industries may still require long hours in certain scenarios, the “always-on” mentality is not a sustainable or effective approach for most workplaces. A balanced, human-centered approach leads to better productivity, innovation, and employee satisfaction in the long run.
Ok, let’s dig into actionable strategies. Based on your experience and research, can you share “5 Ways to Build a Burnout-Free Workplace Culture”? If you can, please include examples or stories for each.
Based on your experience and research, can you share “5 Ways to Build a Burnout-Free Workplace Culture”? If you can, please include examples or stories for each.
Burnout is a widespread issue in today’s workplaces, often caused by excessive workloads, lack of support, and poor work-life balance. However, organizations can take proactive steps to foster a healthier work culture. Here are five key strategies to create a burnout-free workplace:
1. Promote Work-Life Balance Through Policies and Actions
Encouraging employees to set boundaries is crucial. For example, companies like Volkswagen and Slack have implemented policies that limit after-hours emails to respect personal time. Leaders should model these behaviors by avoiding late-night emails and encouraging employees to take time off without guilt.
A real-world example is a tech company that introduced “No-Meeting Fridays,” allowing employees uninterrupted time to focus or rest. This small change significantly reduced stress and improved productivity.
2. Encourage Open Communication About Workloads and Stress
Employees often hesitate to express when they feel overwhelmed, fearing judgment. Leaders should create a psychologically safe environment where employees feel comfortable discussing their stress levels.
For example, some organizations conduct regular one-on-one check-ins where managers ask, “How’s your workload? Are you feeling supported?” Instead of only focusing on deadlines, they address well-being, leading to improved engagement and reduced burnout.
3. Recognize and Reward Employee Contributions
Lack of recognition can lead to disengagement and exhaustion. Simple gestures like public praise, bonuses, or professional development opportunities can make a significant difference.
Take the example of a retail company that noticed rising burnout levels among its frontline employees. To boost morale, they introduced an “Employee of the Month” program based on peer nominations. This initiative increased motivation and made employees feel valued for their hard work.
4. Provide Flexibility and Autonomy
Rigid work structures contribute to burnout by limiting employees’ ability to manage their time effectively. Offering flexible work arrangements-such as remote work, flexible hours, or compressed workweeks-allows employees to balance personal and professional responsibilities.
A marketing agency found that its employees were frequently working late nights to meet deadlines. Instead of enforcing strict 9-to-5 schedules, the company introduced a results-oriented approach, allowing employees to work when they felt most productive. This change led to higher job satisfaction and better output.
5. Invest in Employee Well-Being and Mental Health Resources
Providing resources for mental health support-such as counseling services, wellness programs, or mental health days-demonstrates that an organization values its employees beyond their productivity.
For example, a financial services firm introduced “Wellness Wednesdays,” where employees could attend yoga classes, mindfulness workshops, or simply take a break. Within months, employees reported lower stress levels and higher engagement.
Conclusion
Building a burnout-free workplace culture requires more than just words-it requires action. By promoting work-life balance, encouraging open communication, recognizing achievements, offering flexibility, and investing in well-being, companies can create a sustainable and productive environment. A healthy workplace isn’t just good for employees-it’s good for business.
What do you say to skeptics who believe that creating a burnout-free culture may come at the cost of productivity or profits?
To skeptics who believe that fostering a burnout-free culture may reduce productivity or profits, I would argue the opposite: prioritizing employee well-being enhances both. Research consistently shows that burned-out employees are less engaged, less creative, and more likely to make mistakes. High turnover, absenteeism, and disengagement — common consequences of burnout — ultimately cost businesses far more than proactive well-being initiatives.
Take companies like Google and Microsoft, which invest heavily in employee wellness programs, flexible work arrangements, and mental health support. These companies continue to thrive because they understand that sustainable performance comes from energized, motivated employees, not overworked and exhausted ones.
In contrast, workplaces that push employees beyond their limits often experience diminishing returns. Productivity may appear high in the short term, but over time, stress and fatigue lead to lower efficiency and increased errors. Instead of viewing burnout prevention as a cost, leaders should see it as an investment — one that leads to higher retention, better innovation, and stronger long-term profitability.
Ultimately, a burnout-free culture is not about working less — it’s about working smarter. When employees feel supported, they bring their best selves to work, leading to sustained success for both individuals and the company.
Can you share a real-world example of a team or organization where prioritizing employee well-being led to unexpected or exceptional results?
One standout example of how prioritizing employee well-being led to exceptional results is Patagonia, the outdoor apparel company known for its strong workplace culture. Instead of adopting the traditional corporate mindset of long hours and relentless pressure, Patagonia has built a culture centered on work-life balance, flexibility, and employee happiness.
One of its most famous policies is on-site childcare, which allows working parents to stay engaged with their children without sacrificing their careers. Additionally, Patagonia actively encourages employees to take time off for outdoor activities, recognizing that time in nature boosts creativity and reduces stress.
The result? Patagonia experiences exceptionally low turnover — in an industry where employee retention can be a challenge. The company has also maintained steady revenue growth, proving that investing in well-being doesn’t mean sacrificing performance. In fact, because employees feel valued and motivated, productivity remains high, and innovation thrives.
Another key benefit has been brand loyalty. Consumers admire Patagonia’s commitment to ethical business practices and employee care, which has strengthened its reputation and customer base.
This case proves that prioritizing well-being isn’t just about making employees happy — it’s a strategic decision that fosters engagement, loyalty, and long-term business success.
Would you like another example or further details?
How can leaders in high-pressure industries (like tech, finance, or healthcare) realistically apply these principles without falling behind on deadlines or performance goals?
Leaders in high-pressure industries like tech, finance, and healthcare often face the challenge of balancing employee well-being with demanding deadlines and performance goals. However, fostering a burnout-free culture doesn’t mean sacrificing results-it means creating a more sustainable way to achieve them.
One effective approach is prioritization and smart workload management. Leaders can ensure employees focus on high-impact tasks rather than getting overwhelmed with unnecessary work. Tech companies like Google use “Objectives and Key Results” (OKRs) to streamline priorities, ensuring teams work efficiently without burning out.
Flexible work arrangements also help. In finance, where long hours are common, some firms now implement “protected weekends,” where employees are not expected to work unless absolutely necessary. In healthcare, rotating schedules and mental health support programs help prevent exhaustion among doctors and nurses.
Encouraging open dialogue is another key strategy. Leaders who regularly check in with their teams can identify burnout risks early and adjust workloads accordingly. Firms like Goldman Sachs have introduced employee feedback mechanisms to ensure well-being concerns are addressed.
Finally, leading by example is crucial. When leaders set boundaries-such as unplugging after work hours or taking time off-it normalizes self-care, making it easier for employees to do the same.
By integrating these principles, even high-pressure industries can maintain productivity without sacrificing employee health and engagement.
What trends or innovations are you seeing in workplace well-being and culture that excite you the most?
Workplace well-being is evolving rapidly, with companies recognizing that employee health and happiness are directly linked to productivity and retention. Several trends and innovations are particularly exciting as they redefine how organizations support their people.
1. The Rise of the 4-Day Workweek
One of the most exciting trends is the 4-day workweek movement. Companies across industries, including tech and finance, are experimenting with reduced work hours without cutting pay. Trials in the UK, Iceland, and Japan have shown that employees maintain or even increase productivity while experiencing lower stress and better work-life balance.
2. AI-Powered Well-Being Tools
Artificial intelligence is being integrated into workplace well-being programs. AI-driven platforms like Modern Health and Calm for Business personalize mental health support, offering stress management techniques, guided meditation, and burnout prevention strategies. Some companies also use AI to monitor workload balance, ensuring no team member is overwhelmed.
3. Focus on Psychological Safety and Mental Health Benefits
Businesses are investing more in mental health support beyond traditional employee assistance programs (EAPs). Companies like Microsoft and Salesforce provide free therapy sessions, mental health days, and resilience training to help employees manage stress. Psychological safety — where employees feel comfortable discussing challenges without fear of repercussions — is becoming a leadership priority.
4. Hybrid and Remote-First Work Cultures
The shift toward hybrid and remote work continues to gain traction. Companies are focusing on making remote work sustainable by offering stipends for home office setups, implementing virtual social events, and ensuring employees still feel connected. Shopify, for example, has restructured meetings to reduce virtual burnout, allowing employees more focused work time.
5. Gamification of Employee Wellness
Some organizations are using gamification to make well-being engaging. Apps like Virgin Pulse reward employees for completing wellness challenges, such as walking a certain number of steps or practicing mindfulness. This approach encourages healthy habits while fostering friendly competition among colleagues.
These innovations prove that workplace well-being is no longer a “perk” but a strategic priority. Organizations that embrace these trends will not only create healthier, happier teams but also drive higher engagement, productivity, and long-term success.
In your opinion, how does a burnout-free culture impact a company’s long-term success, its relationships with employees, and even its customers?
A burnout-free culture has a profound impact on a company’s long-term success, employee relationships, and customer satisfaction. When organizations prioritize well-being, they create a sustainable work environment that fosters loyalty, innovation, and strong external relationships.
From a business perspective, companies that focus on preventing burnout experience higher retention rates and lower turnover costs. Employees who feel supported are more engaged, motivated, and productive, leading to better decision-making and innovation. Businesses like Patagonia and Google, which emphasize employee well-being, have seen steady growth and strong employer reputations.
A burnout-free culture also strengthens employee relationships by fostering trust, collaboration, and psychological safety. When people aren’t constantly overwhelmed, they can communicate more openly, work more effectively in teams, and contribute their best ideas. Additionally, employees who feel valued are more likely to advocate for their workplace, boosting recruitment and internal morale.
The benefits extend to customer relationships as well. Happy, well-supported employees provide better service, build stronger client relationships, and contribute to a more positive brand reputation. Companies known for treating their employees well, such as Zappos and Southwest Airlines, also tend to have the most loyal customer bases.
Ultimately, a burnout-free culture isn’t just good for employees-it’s a competitive advantage that fuels long-term success.
You are a person of great influence. If you could start a movement to help more companies embrace burnout-free workplace cultures, what would it be? You never know what your idea can trigger. 🙂
I worked as a leader of two important movements — the anti-Vietnam War movement and the environmental movement. Both transformed the US and the world. I ran for the US Congress as an expression of what I saw as the need to transform the United States to a new generation of leadership.
We are experiencing a unique moment in human history when the control we have over our own lives and our role as individuals in our community is changing drastically. The role of government and social institutions is also being questioned.
We, as individuals, and we, as institutions, strongly resist change. We are resisting change at a time when information and the total accumulation of human learning are available to everyone essentially for free. We are resisting change when communication worldwide is essentially free. We can communicate with anyone and can create books, art, and mass communications with few, if any, limitations.
The institutions we developed to assemble and propagate knowledge are challenged and are no longer unique citadels of knowledge. We are choosing which voices we will listen to rather than all of us listening to a common narration of what is happening in the world and its meaning to us. Government institutions no longer have unique access to information unavailable to the public they represent and are charted to protect. The public does not trust these institutions to act in their interests and questions the legitimate role of historic government institutions and, by extension, other major public and private institutions.
We, as individuals, have new knowledge and power to communicate and act in our own self interest while also feeling more isolated, lonely, and unsure of who we are and the life we want to live.
As I think about a movement I hope someone starts, I am certain the ferment we experience today will bring forward many movements that challenge the way we govern, educate, communicate, and live with each other.
Today, there is tension between leaders of institutions who believe they have superior knowledge and understanding of how things should be done and individuals who believe they should control their own lives and future.
I hope we will find a new understanding of how I, as an empowered individual, can belong to a community of shared identity, values, ideals, and history. At this moment when we, as individuals, have great power and access, I hope we will find the value of community and rebuild a trusting relationship with perhaps evolved governing institutions. The struggle to find the right balance between the government, rulers, and the powerful and the governed, the public, is the story of human history since the Greek and Roman civilizations.
Established institutions will strongly resist these movements for change. Some of these movements will be misguided and exploited. But this drive to change the balance between governing leadership and the governed is how we grow as a civilization.
How can our readers further follow you online?
Subscribe to my leadership newsletter with a CEO and board of directors point of view joining about 50,000 subscribers for FREE: https://rickwilliamsleadership.com/
Connect with or follow me on LinkedIn: www.linkedin.com/in/rickwilliams100
This was great. Thank you so much for the time you spent sharing with us.
About the Interviewer: Chad Silverstein is a seasoned entrepreneur with 25+ years of experience as a Founder and CEO. While attending Ohio State University, he launched his first company, Choice Recovery, Inc., a nationally recognized healthcare collection agency — twice ranked the #1 workplace in Ohio. In 2013, he founded [re]start, helping thousands of people find meaningful career opportunities. After selling both companies, Chad shifted his focus to his true passion — leadership. Today, he coaches founders and CEOs at Built to Lead, advises Authority Magazine’s Thought Leader Incubator.
Author Rick Williams On How the World’s Best Leaders Build Burnout-Free Workplace Cultures was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.