Duty of Care in High-Pressure Work
Lessons from Formula 1
Dr Reg Butterfield © 2024
5-minutes read and 4-minute video
The concept of "Duty of Care" has long been essential for employers, but as the workplace continues to evolve, particularly after the pandemic, ensuring employee well-being has become increasingly complex. The shift toward hybrid, remote, and outsourced work has created new pressures, contributing to rising levels of stress, burnout, and mental health issues. What’s striking is that these challenges are not exclusive to the corporate world. In fact, professional sports, an arena typically associated with wealth and prestige, reflects many of the same strains.
The case of F1 motor racing
Let’s take Formula 1 motor racing, for instance. To the outside world, F1 drivers live the dream, with jet-setting lifestyles, high salaries, and the adrenaline rush of competing at the highest level. But behind the glamour lies an often-overlooked truth: they are subjected to relentless demands, physically, mentally, and emotionally.
In recent years, Formula 1 has expanded its calendar, pushing drivers and teams harder than ever before. The number of races has grown, creating a gruelling schedule that forces drivers to travel across multiple time zones with very little downtime in between. Jet lag is a constant companion, and despite their need for recovery, drivers must attend sponsor events, fulfil media obligations, and participate in promotional activities both before and after each race. Even on race day, their focus on performance is interrupted by press interviews and appearances. This relentless schedule leaves minimal time for recovery, which mirrors the "always-on" culture that has taken root in many businesses today.
Performance without recovery time is not good for business
Just as Formula 1 drivers must maintain peak physical and mental health to perform under immense pressure, employees across industries face similar challenges. In the pursuit of greater output and shareholder value, businesses are often demanding more from fewer people. Workers are asked to meet high expectations with little regard for their need to recharge. In both F1 and corporate settings, performance without sufficient recovery inevitably leads to burnout, whether you’re on the racetrack or in a conference room.
The physical demands on F1 drivers are intense. They endure extreme "G-forces" as they race, withstanding punishing temperatures inside their cars that require them to maintain rigorous fitness regimens. The pressure to perform flawlessly every race weekend weighs heavily on them mentally as well. In this way, the work conditions faced by these elite athletes are strikingly similar to those experienced by professionals in high-pressure industries. The emphasis on continuous performance, often without adequate recovery time, is a formula for long-term fatigue and disengagement.
Irrespective of its source undue pressure leads to failure
Yet, while the corporate world might not operate at 200 miles per hour, the pressures are no less significant. In both spheres, the focus tends to be on output, whether it’s winning races or hitting financial targets. The well-being of the individual is often overlooked in favour of achieving results. Like F1 drivers, many employees face increasing demands on their time and energy, but the structures that would allow for rest and recovery are often lacking.
To succeed in today’s environment, employers need to recognise the link between performance and recovery. In Formula 1, drivers' performance depends not only on their time behind the wheel but also on their ability to rest, recover, and mentally reset between races, though this is increasingly difficult to achieve. Similarly, employees need space to recharge, yet many workplaces lack the policies or culture to support that. Encouraging proper downtime, whether through flexible work arrangements or protecting after-hours boundaries, is essential to long-term success. Just as a driver can’t function at their best without recovery, neither can employees perform at their peak without time to rest.
Without people the numbers are just numbers
Moreover, the human element matters just as much as the numbers, in both sports and business. Formula 1 teams, in their relentless pursuit of shaving milliseconds off lap times, sometimes risk overlooking the needs of their drivers and teams. Likewise, in business, the relentless focus on productivity can lead to disengagement, stress, and eventually, burnout. For employers, this means recognising that sustained performance requires more than just output, it requires supporting the individual in a holistic way. This could mean fostering an environment that values creativity and collaboration just as much as hitting targets.
There is no one-size-fits-all in life
Another important lesson from Formula 1 is that not all drivers, and not all employees, face the same challenges. F1 drivers train to handle extreme physical conditions unique to their sport. Similarly, different employees face different stressors depending on their role, workload, or personal circumstances. A one-size-fits-all approach to well-being simply doesn’t work. Tailored support is key, whether it’s through mental health resources, ergonomic setups, or flexible scheduling that accounts for the specific pressures faced by different roles. Understanding and responding to these individual needs is crucial for maintaining both performance and morale.
Success is all about balance
Ultimately, the lesson from the high-stakes world of Formula 1 is clear: long-term success, whether on the track or in the office, depends on how well organisations balance the pursuit of results with the well-being of their people. While drivers are pushed to the limits, there’s a growing recognition, even in sports, that care for the individual must come first if performance is to be sustained over time. This is a lesson businesses need to heed now more than ever.
As with F1, where driver burnout is a real risk despite the fame and fortune, businesses cannot afford to ignore the toll that relentless demands take on their workforce. The “Duty of Care” is no longer just a legal requirement, it’s a strategic necessity. Organisations that prioritise their employees’ mental and physical health will ultimately see better performance, greater engagement, and more sustainable success. By integrating well-being into performance metrics and fostering a culture that values recovery as much as productivity, businesses can create environments where people can thrive, no matter how high the demands.
The following link is to a 4-minute musical video around Duty of Care, courtesy of Formula 1 and other motor sports: