One of Michael’s friends told him recently, “I’m not burned out; I’m just feeling empty.” She shows up, meets deadlines, and manages to smile in meetings. But her work feels weightless and disconnected from purpose. She’s not alone. Gallup’s 2025 State of the Global Workplace report found that only 21% of employees worldwide are engaged, and just one in three say they’re thriving. That’s not a blip—it’s a warning signal for leaders and cultures.
When emptiness shows up at work, our reflex is to pathologize: “Is this burnout? Do I need a diagnosis?” Sometimes, yes—clinical conditions require clinical care. However, many of today’s struggles are fundamentally philosophical, centered on issues such as purpose, values, identity, and the meaning of life. Those don’t always need a medical label; they need better questions.
Why We Need a Different Lens
Disengagement is expensive. Gallup estimates that low engagement costs the global economy $8.8 trillion annually, nearly 9% of global GDP. Manager engagement is also slipping, dropping three points in 2024, with a ripple effect on teams. The human cost? Teams feel flat, leaders are running on fumes, and organizations are mistaking busyness for progress.
Cognitive scientist John Vervaeke refers to our current moment as a “meaning crisis”—a cultural shortfall in making sense of our lives. That frame helps us see that the emptiness that many feel isn’t always a disorder; often, it’s a signal. Therapy is essential when there’s a clinical risk. But when the primary challenge is purpose—not pathology—philosophy can be the right first (or parallel) step.
What Philosophical Counseling Looks Like at Work
Philosophy at work doesn’t show up as abstract debates about Plato in the break room. It shows up as structured reflection in moments when leaders feel stuck, conflicted, or unclear. Unlike traditional coaching, which often emphasizes goals and performance, or therapy, which focuses on healing emotional wounds, philosophical counseling creates clarity—helping you slow down to examine the ideas, assumptions, and values that drive decisions.
In practice, this means creating a conversational space where leaders can explore the deeper questions that often remain unaddressed in quarterly reviews or strategic planning sessions. It’s not about diagnosing or prescribing. It’s about holding up a mirror to how you think, and then gently but persistently asking whether those patterns are serving you. Sometimes, testing your core ideas against a contrary philosophical position helps you change your mind, but it also helps you formulate your idea with better precision and focus. So, a philosophical counseling session isn’t about “advice.” It’s an inquiry guided by questions like:
- “What do you mean by success here?” (Define the concept before you chase it.)
- “Which assumptions are you treating as facts?” (Surface the hidden rules you’re following.)
- “What obligations follow from your values?” (Tie action to meaning, not mood.)
One VP I worked with felt “behind” in her career. She wasn’t looking to change jobs; she was questioning whether she should. From the outside, her role was a success story: she was leading complex cross-functional work, mentoring future leaders, and shaping long-term strategy. But because her peers seemed to leapfrog into splashier titles, she had internalized the myth that a career only counts if it moves in a straight, upward line.
