By David Banach of Woodbridge
Infectious disease physicians have always worked under pressure. But the last few years have pushed many of us beyond our limits. The COVID-19 pandemic tested the endurance of healthcare workers everywhere, and those of us on the frontlines of infectious disease faced unique and ongoing challenges—from advising on rapidly changing protocols to managing the emotional weight of repeated surges.
Now, as we reflect on the lessons of the pandemic, one thing is clear: burnout in infectious disease practice is real, and we can’t afford to ignore it. To continue providing the highest standard of care and leading public health responses, we must invest in the mental health and well-being of our workforce. Burnout is not a personal failure—it’s a system issue, and it requires systemic solutions.
Understanding the Toll of Outbreak Response
Infectious disease physicians often wear multiple hats: clinician, educator, researcher, infection control expert, and public health liaison. During outbreaks, those roles multiply in intensity. We’re pulled into emergency meetings, media interviews, community outreach, and crisis management—all while caring for patients and supporting staff.
The emotional toll builds up. We worry about our patients, our families, our colleagues, and our communities. We’re expected to be the calm in the storm, even when we ourselves are struggling. And because so much of our work happens behind the scenes, it often goes unrecognized.
Over time, this constant pressure can lead to burnout, a state of physical and emotional exhaustion, cynicism, and a reduced sense of accomplishment. Burnout doesn’t just affect individual well-being—it can compromise decision-making, team dynamics, and ultimately, patient care.
The Culture of Endurance in Medicine
One of the biggest challenges in addressing burnout is the culture of medicine itself. Many of us were trained to power through exhaustion, to put our patients first at any cost, and to view rest as weakness. In the world of infectious disease, where crises are frequent and stakes are high, this mindset can be especially ingrained.
But the pandemic has taught us that endurance alone is not sustainable. We need to normalize mental health care for healthcare providers. That means creating environments where people feel safe talking about stress, seeking support, and setting healthy boundaries—without fear of stigma or judgment.
Building Mental Health Support into Everyday Practice
Addressing burnout requires more than offering a wellness seminar or a meditation app. It means embedding mental health support into the core of how we structure infectious disease work.
Here are a few ways we can start:
1. Normalize Conversations About Mental Health
Leadership at all levels should regularly speak about stress, resilience, and the importance of support. When those in leadership are open about their own challenges, it creates space for others to do the same.
2. Create Safe Spaces for Debriefing
During outbreaks, physicians and staff need regular opportunities to debrief—formally or informally. Talking through difficult cases, sharing frustrations, and acknowledging emotional strain should be a routine part of infectious disease rounds and meetings.
3. Promote Work-Life Balance Through Scheduling
We need to be intentional about staffing and scheduling to avoid chronic overwork. That includes protecting time for rest, research, teaching, and personal life. Rotating outbreak response responsibilities and offering flexible time off can make a real difference.
4. Invest in Institutional Resources
Hospitals and academic institutions should provide access to counseling, peer support programs, and mental health services designed specifically for healthcare professionals. These resources must be easy to access, confidential, and culturally sensitive.
Supporting Trainees and Future Leaders
Burnout doesn’t just affect experienced physicians—it begins early. Medical students, residents, and fellows entering infectious disease specialties are witnessing the demands of outbreak response firsthand. They’re eager to make a difference, but they also face uncertainty about the sustainability of the career path.
As mentors and educators, we must support them—not just by teaching clinical skills, but by modeling balance and self-care. We should encourage open conversations about wellness, guide them in setting limits, and advocate for institutional policies that protect trainee mental health.
Our goal should be to nurture not only competence, but long-term resilience.
Recognizing the Emotional Weight of Our Work
It’s important to remember that the nature of infectious disease work involves more than science—it involves grief, fear, hope, and humanity. We witness suffering, deliver hard news, and often serve as the bridge between the healthcare system and a confused or frightened public.
Acknowledging the emotional complexity of this work is essential. It’s okay to feel overwhelmed. It’s okay to ask for help. And it’s okay to step back when needed. Creating a professional culture that accepts and supports these realities will help us all stay in this work for the long haul.
Caring for Ourselves to Care for Others
Burnout in infectious disease practice didn’t start with the COVID-19 pandemic, and it won’t end with it either. But we now have an opportunity—and an obligation—to do better. We’ve seen what happens when a system asks too much of its people for too long. We’ve also seen the strength, compassion, and determination of healthcare professionals rising to meet every challenge.
Moving forward, we must match that dedication with real investment in mental health, wellness, and support. Only then can we ensure that infectious disease physicians are not just surviving—but thriving in their roles as healers, educators, and public health leaders.
Because in the end, taking care of ourselves is not separate from taking care of others—it’s the foundation of it.