A Vital Conversation

On Tuesday 20th May, Midlands Hospitality Network (MHN) hosted one of our most important and emotionally resonant events to date. Held in the iconic surroundings of the Michelin-starred Simpson’s Restaurant in Edgbaston, this session focused on a topic that resonates with every hospitality professional, whether on the floor or in the kitchen: burnout.

On the panel were: 

Michelle Righini, is the founder of We Recover Loudly, Burnt Chef Trainer, seller of sweary socks, and a hospitality leader and mentor. Burnout is something that Shell has lived with herself, the consequences of which have left her with long-term health problems, which she talks candidly about in the hope of helping others. Shell teaches people how to notice early signs and, crucially, how to avoid Burnout.

David Taylor – Chef Director at Grace & Savour and the newly opened Kynd. David’s journey has taken him to some of the world’s most respected and intense kitchens. David is a champion of a more conscious, hyperlocal approach to hospitality – one rooted in purpose, balance, and care for both people and the planet.

Tobie-Anna Durk – Founder of Kelly’s Cause. Having worked across London she became head chef of the acclaimed restaurant Kricket in Brixton. Following the suicide of her dear friend, Kelly, Tobie-Anna combined her passions of hospitality and mental health and started Kelly’s Cause. Her aim is to honour her friend’s legacy and take tangible steps towards improving the mental health of all those within hospitality. 

Together, they led us through a raw, open, and honest conversation about the realities of burnout in hospitality—from the subtle signs that often go unnoticed to the cultural and systemic shifts we must embrace to foster healthier, more sustainable careers.

Why Talk About Burnout?

Hospitality is a beautiful industry, but it’s also an intense one. It’s a place where passion and pressure exist side by side, where long hours, emotional labour, physical strain, and constant performance are all part of the job.

Burnout is often misunderstood. It’s not simply being tired after a double shift or needing a weekend to recover. It’s a chronic condition, the result of long-term, unrelenting stress that chips away at motivation, self-esteem, and the ability to cope. And it’s becoming more common.

The pandemic may be behind us, but its aftershocks continue to ripple through the industry. We’re facing staff shortages, rising guest expectations, and pressure to do more with less, all while trying to rebuild a sector that was shaken to its core. And for many, the cost is burnout.

At MHN, we believe that creating a sustainable hospitality industry means focusing not only on food waste or energy use, but also on people. Conversations like this one are crucial to that mission.

The Takeaways

What Is Burnout, Really?

According to the World Health Organisation the definition of burnout is classified as an occupational phenomenon, burnout is defined by three key characteristics:

• Energy depletion or exhaustion
  
• Increased mental distance from one’s job, or feelings of cynicism and negativity
  
• Reduced professional efficacy
  

But our panellists took this further, describing burnout as a deeply human experience, emotional, mental, and physical exhaustion caused by sustained, unmanaged stress. In hospitality, where the expectation to perform is constant and the culture often prioritises output over wellbeing, burnout can become normalised.

Burnout isn’t solved with a day off or a team lunch. It affects everything: concentration, emotional resilience, relationships, physical health, and the ability to feel joy or purpose in work. And it doesn’t just affect individuals, it impacts whole teams, cultures, and businesses.

What We Learned: Insights and Actionable Strategies

Here are the most important lessons and reflections from the evening.

1. Boundaries Aren’t Optional – They’re Essential

Hospitality often demands flexibility and availability. But when availability becomes constant accessibility, we set ourselves, and others, up for burnout.

* As an employer: Don’t contact team members outside working hours unless it’s essential.
* As an individual: Learn to say no, and protect your personal time without guilt.

Boundaries are the foundation of sustainable performance.

2. “Filling Your Cup” Isn’t a Luxury – It’s Non-Negotiable

Burnout thrives when recovery is treated as optional. We need to move away from glorifying hustle and instead promote regular rest, hobbies, time outdoors, and meaningful connections.

It’s not about self-care as a buzzword, it’s about being human.

3. Employers: You’re Not Therapists – But You Do Have a Duty of Care

Recognising burnout in your team is one thing. Knowing what to do next is another. You’re not expected to solve someone’s emotional struggles, but you must be prepared to respond appropriately.

• Know the signs: mood changes, withdrawal, errors, lack of motivation
  
• Have a response plan: signpost to professional help, provide time off, and foster open dialogue
  
• Offer ongoing support, not just quick fixes
  

This isn’t about being soft, it’s about being responsible.

4. Culture Is Built by What You Reward

Too often, we celebrate those who “push through,” work late, and skip breaks. But what if we started celebrating those who model balance? Those who take their full break, go home on time, and prioritise team wellbeing?

Culture is built one behaviour at a time. Let’s change what we applaud.

5. The Basics Still Matter – And They’re Often Missed

Small things make a big difference:

• Encourage and enforce regular breaks
  
• Provide nutritious food options
  
• Make sure staff feel safe and supported
  
• Discourage a culture of martyrdom, long hours are not a badge of honour
  

These aren’t perks. They’re essentials.

6. People Thrive When They’re Growing

Burnout doesn’t only come from overwork. It can also stem from stagnation, when people feel stuck, undervalued, or uninspired.

Provide structured development. Offer training. Give people opportunities that stretch and stimulate them, without overwhelming them. Ask what they want and really listen.

Where Do We Go From Here?

The session closed with a message of hope: that burnout isn’t inevitable. It can be prevented – and even reversed – with the right culture, tools, and mindset.

We left with a renewed sense of purpose. A reminder that it’s not enough for hospitality to survive, it must evolve. The future of the industry depends on its people, and we all have a role to play in making it a place where they can thrive.

To Our Community: Thank You

Thank you to Michelle, Tobie-Anna, and David for their vulnerability, insight, and leadership. You gave voice to what so many are feeling and helped us name what’s too often ignored.

And to everyone who joined us: thank you for showing up, not just physically, but emotionally. Your presence matters. You are MHN, and together, we are building a more compassionate and connected hospitality industry.

Let’s keep this conversation going – and let’s turn it into action.