The modern work landscape continues to shift. Following the Great Resignation and the widespread practice of “quiet quitting,” a new trend has captured attention: “Bare Minimum Mondays” (BMM).
This concept, popularized on social media, encourages employees to start the work week slowly, prioritizing self-care and focusing only on essential tasks.
For Human Resources professionals and business leaders, this is a signal demanding serious analysis. Is BMM a harmless coping strategy, or does it point to deeper cracks in the employee experience?
The Driving Force Behind the Trend
BMM is not a spontaneous act of defiance. It is a calculated response to pervasive issues in the modern workplace.
The Burnout Reality
Years of “hustle culture” and “always-on” connectivity have led to chronic burnout.
- Global workplace surveys confirm this crisis. A McKinsey survey from 2022 indicated that roughly one-quarter of employees worldwide reported burnout symptoms.
- This chronic stress directly impacts a company’s bottom line through increased absenteeism and low employee engagement.
Tackling Sunday Anxiety
BMM also attempts to mitigate “Sunday Scaries”-the anxiety that precedes the work week.
- Surveys show high levels of anxiety among employees anticipating Monday. A LinkedIn study noted that about 80% of professionals feel this dread.
- By lowering Monday’s expectations, employees seek to ease their transition, hoping for sustained energy later in the week.
What BMM Looks Like in Practice
Employees adopting BMM aim for self-preservation, not total disengagement.
- They postpone non-urgent or high-pressure projects until Tuesday.
- They limit non-critical meetings and collaborative sessions on Monday mornings.
- They intentionally start the day with personal care activities, prioritizing mental well-being over immediate productivity.
Two Perspectives for Leaders
Leadership in workplaces must weigh the short-term inconvenience against the long-term implications for performance and culture.
The Argument for a Benefit
Paradoxically, a slow Monday may lead to a more effective week.
- Improved Focus: By blocking out distractions and major commitments, employees can dedicate time to “deep work” on core responsibilities.
- Sustained Performance: Pacing work prevents early-week exhaustion, potentially resulting in better quality and consistency from Tuesday to Friday.
- Talent Retention: Strategies that genuinely support work-life balance-like the flexibility BMM implies-are crucial for strong employer branding and reduced turnover. Large-scale trials of compressed workweeks show this correlation.
The Warning Sign
If BMM becomes a silent, widespread necessity, it highlights organizational failures.
- Workload Shift: The tasks avoided on Monday simply stack up, potentially making Tuesday a day of unmanageable stress, which defeats the initial purpose.
- Equity Concerns: Many roles, such as those in operations or client-facing services, cannot accommodate a “bare minimum” start, leading to resentment among those who must carry a heavier load.
- Eroding Motivation: If employees feel forced to resort to BMM, it suggests a lack of autonomy and trust, which can undermine a high-performance culture.
A Leadership Response: Systemic Solutions
Leaders should view BMM not as a problem behaviour, but as diagnostic data. The solution lies in building a supportive and effective environment.
Listen and Measure the Experience
Gathering accurate data is the first step toward effective change.
- Use regular workplace surveys to gauge feelings of stress, workload management, and autonomy.
- Equip managers with training to foster empathetic, objective discussions about employee capacity.
Set Intentional Expectations
Formalizing the principle of “focused time” addresses the need for a calmer start.
- Institute “No Internal Meeting” windows, particularly on Mondays, to grant space for planning.
- Shift performance accountability to measurable outcomes rather than hours spent at a desk.
Build a Verifiably Healthy Culture
Leaders must demonstrate a tangible commitment to well-being.
- Consider seeking external certification as a great workplace, which solidifies commitment to fair practices and healthy culture.
- Ensure mental health resources are accessible and widely promoted. This investment strengthens employer branding by showing the organization truly values its people.
BMM is not a fleeting trend to be ignored. It is an urgent message to Leadership in workplaces: employees are seeking control over their professional lives to protect their well-being.
By proactively designing an intentional, balanced work experience, leaders can move beyond the “bare minimum” and cultivate a motivated, engaged, and highly productive workforce.
Disclaimer: This article is for informational purposes only. While efforts are made to ensure accuracy, readers should verify information and seek professional advice as needed.
