By Ilona A. Munzer, CEO, Alder Airfield Services
I love stepping out onto an airfield jobsite. What looks and sounds like chaos to you, is a sort of choreography to me. When everyone from the crews to the leadership is doing their part, there is a method to the madness. And that method is what is keeping everything running smoothly and safely.
However, that organized chaos can also make it tricky to spot the subtleties that say, “something is not quite right.” Sometimes I see it in someone showing up with a shorter temper; occasionally people will linger over their morning coffee just a little longer than usual. It could just be a feeling of the “energy’s off” here. Over time, I’ve come to recognize the signs of burnout and I ask my supervisors to do the same.
Burnout exists and ignoring it can be dangerous. Fortunately, if you know what to look for and how to respond, you can make the appropriate adjustments to keep your jobsite running smoothly and your workforce safe.
Burnout Creates Big Risks On The Job Site
In the high-stakes world of airfield construction, where precision and safety are paramount, burnout can quietly erode both. Fatigue leads to mistakes. Stress leads to shortcuts. Over time, chronic overload chips away at the very things we rely on: judgment, communication and our cognitive ability to follow through on tasks and responsibilities.
A study highlighted by the American Institute of Stress found that 79% of employees experience chronic workplace stress, with nearly three in five reporting emotional exhaustion, physical fatigue, and a drop in engagement. That shows up differently in construction than it does in an office. It can look like irritability, isolation, short tempers, or even an increase in near misses.
Burnout doesn’t usually show up all at once and lead to an immediate breakdown. Instead, it creeps in through exhaustion, disengagement, and mistakes that typically don’t happen. At Alder, we pay attention to those early signs. It is part of our leadership practice to recognize it, talk about it openly and without judgement, and act on. We care about safety, yes, but we also care about one another.
What Field Leadership Looks Like in Practice
It usually starts small. When a crew member who normally clocks in early starts running late, that might be a sign of burnout. When the joker of the group isn’t telling jokes anymore, it could indicate they’re feeling burnt out. When someone says they’re “fine” but their body language is showing you otherwise, it could signal a bigger issue.
Here’s what Alder’s approach to those indicators looks like in action:
When something feels off, we start by checking in. It doesn’t need to be formal or complicated. We’ve found that a simple “Hey, is everything okay?” goes a long way.
From there, we make space for real conversation. This is not a formal review and it is not just when something’s wrong. This is a regular part of how we operate. We believe quick one-on-ones to chat through workload, pressure, and life in general helps keep problems from piling up.
We prioritize rest, and we make it clear that rest matters. This is a safety-first business, and you don’t need to be an expert in any field to know that no one performs their best or their safest when they’re physically and mentally exhausted. Breaks are more than encouraged, they’re required and when someone needs time off, we respect that.
Sometimes an employee will need even more support, and when that happens we are ready with access to mental health resources. It’s also important to hire and train supervisors who know how to handle tough moments with respect and care.
The Business Case for Addressing Burnout
While burnout is a safety risk, it’s also a business risk. When employees are exhausted and disengaged, we, as business owners, face higher turnover, lower productivity, and lower morale.
According to the Society for Human Resource Management (SHRM), burned-out workers are nearly three times more likely to be looking for a new job. That’s a costly cycle. Plus, when people are worn out, they’re less likely to go above and beyond, which directly impacts performance and safety.
According to the World Health Organization, for every $1 invested in mental health,, organizations see a $4 return through reduced absenteeism, turnover, and presenteeism. Taking care of people pays off in loyalty and productivity.
Final Thoughts
Real safety lives in the culture of a workplace. That culture is composed of how people talk to each other, what they feel safe saying, and whether they believe their well-being actually matters.
At Alder, we still expect precision and hard work, but not at the expense of workers’ mental health. Our crews build the infrastructure that keeps passengers safe; we owe them an environment that keeps them safe, too.