Ask The Expert: Do I want to quit my job or is this just the post-holiday blues talking?

In the early weeks of the year, many people return to work expecting clarity and renewed energy, only to feel emotionally unsettled instead. Rather than feeling refreshed, they may feel flat, restless, anxious, or secretly panicking about their jobs. That discomfort often crystallises into one pressing question: Do I actually want to quit or is something else going on?

This confusion can feel disorienting, especially when a “fresh start” is expected after time off. In many cases, however, what’s happening has less to do with suddenly hating one’s job, and more to do with how the mind and body respond to transition.

What post-holiday blues actually are

What people often refer to as “post-holiday blues” (sometimes called post-travel blues) isn’t a mental health diagnosis – but it is a very real and common experience. Clinically, I see it as a short-term emotional dip that can happen when people return to routine after a break.

Even if the holiday was enjoyable, it’s not unusual to feel flat, restless, anxious or unmotivated once work resumes. This is often a normal adjustment response to a sudden shift from freedom, novelty and rest, back into structure, responsibility and expectations. It can feel emotionally taxing because many people expect to return energised, and instead find themselves struggling.

This post-holiday dip is well documented. In a 2009 meta-analysis, psychologist Jessica de Bloom and her team reviewed multiple studies on vacations and wellbeing, finding that although holidays often boost mood and health, the effects are usually short-lived and taper off after people return to work. That early discomfort, then, isn’t a sign that something is wrong with you. Instead, it’s part of a normal adjustment process.

Why negative thoughts often latch onto work

After a break, the mind naturally looks for a clear reason for discomfort. Work is usually the biggest “before and after” change, so it becomes the most obvious place to direct that unease – even for people who generally feel fine about their jobs.

This is also when unhelpful thinking patterns tend to surface more easily. I often see people catastrophise (“My boss will be furious”), overgeneralise from small mistakes (“I’m clearly not good at this”), or put pressure on themselves with harsh “should” statements (“I should be fully back on track already”).

Holidays often meet important psychological needs – rest, freedom, and connection. When those drop suddenly, it’s easy to mislabel the resulting discomfort as “I hate my job”, rather than recognising it as a need for more recovery, autonomy, or meaning.

Is it just the blues, or could it be something deeper?

One helpful way to tell the difference is to look at duration, intensity and pattern.

Post-holiday blues are usually temporary. They tend to ease within days or a few weeks as routines settle and energy gradually returns. You may feel sluggish at first, but re-engagement becomes easier over time.

Burnout tends to be more persistent and is often present even before the holiday. It’s marked by chronic exhaustion, growing cynicism or emotional detachment, and a sense that rest doesn’t truly restore you. For many people, the thought of returning to work feels dread-filled or anxiety-provoking, and that emotional weight lingers despite time off.

Career misalignment feels deeper still. Even when workload is manageable and rest has been taken, there’s an ongoing sense of being “stuck”, or that the work no longer fits your values, strengths or direction.

In short: Post-holiday blues reflect adjustment. Burnout reflects prolonged stress. And job misalignment reflects a more fundamental mismatch.

When it’s time to pause and seek more support

Sometimes early-year distress signals more than a short adjustment period.

Physically, warning signs can include ongoing exhaustion that doesn’t improve with rest, frequent headaches, disrupted sleep or insomnia, chest tightness or heart palpitations, and increasing reliance on alcohol, substances or constant scrolling to cope or escape.

Emotionally, signs include a low mood lasting two weeks or more, tearfulness, hopelessness, cynicism or emotional detachment. People may feel increasingly irritable, chronically unhappy or undervalued, or lose interest in activities they once enjoyed.

Another key signal is how questions about purpose and meaning feel. When they become heavy and unrelenting rather than reflective it’s often a sign that longer-term support or change may be needed.

How to raise this with your manager and what to watch for

A healthy conversation with a manager is clear, collaborative and non-blaming. Using “I” statements helps focus on your experience rather than assigning fault — for example, sharing how workload is affecting your energy or focus.

Framing it as a shared problem to solve together, rather than a “me versus you” issue, makes the conversation safer and more constructive. Being specific also helps. Where possible, suggest practical adjustments such as reprioritising tasks, adjusting timelines, or trialling short-term changes.

Supportive responses tend to feel attuned, respectful and action-oriented. Green flags include active listening, a non-judgemental tone, respect for confidentiality, follow-up check-ins, and encouragement to use available supports such as leave, flexible work arrangements or employee assistance programmes.

Concerning responses often leave people feeling dismissed or unsafe. Red flags include minimising concerns, moralising about resilience or commitment, adding more tasks, subtle retaliation, pressure to overshare, or vague reassurance without action. Phrases to watch out for include “Maybe this role just isn’t for you if you’re struggling,” “This is just part of the job,” or “We all have to make sacrifices.” That type of reaction is a sign of a problematic management response, not a lack of resilience on your part.

Should you wait before making big career decisions?

It can be risky to make major decisions during a transition dip. During this period, the brain is often in “threat mode”, where short-term discomfort feels larger and more urgent than it really is.

Giving yourself around three to six weeks to readjust can help clarify what improves once routines, sleep and workload stabilise. It’s also important to look at patterns over time. If doubts were present throughout the previous months, they may signal something deeper. If they emerged mainly after the break, they may be temporary.

For bigger decisions, many people benefit from three to six months of observation and small experiments, such as adjusting boundaries or role expectations. That said, if distress is intense or daily functioning is affected, mental health should always come first.

Five evidence-based ways to re-ignite workplace motivation

If you feel stuck but aren’t ready or able to leave, there are evidence-based ways to restore momentum.

1. Set small, realistic goals. Breaking work into manageable steps helps reduce paralysis and rebuild progress when motivation is low.
2. Experiment with job crafting. Small, intentional adjustments can reduce overwhelm. When it comes to your to-do list, consider starting with tasks that match your strengths or sandwiching draining tasks between easier ones.
3. Lean on social support. Talking with trusted friends or family provides validation and relief from carrying stress alone.
4. Create moments of flow. Short stretches of focused work that match your skill level can rebuild confidence and engagement.
5. Set clearer boundaries. Protecting rest time, limiting after-hours work and creating switch-off rituals support sustainable energy.

What a healthy reset actually looks like

It’s useful to note that a healthy reset rarely looks like an immediate return to full performance. In the early stages, it often unfolds more slowly and gently than expected, allowing space to reconnect with colleagues and reorient to priorities.

At its core, a healthy reset is a compassionate transition, focused on rebuilding rhythm without self-criticism. By prioritising a few key tasks and allowing motivation to return gradually, stability and energy are more likely to come back in a sustainable way rather than one that is exhausting.

Dr Annabelle Chow is a principal clinical psychologist in Singapore and the founder of Annabelle Psychology. Registered in both Singapore and Australia, she has worked across hospital, clinical and community settings, supporting individuals and couples with complex trauma, anxiety, mood issues and relationship difficulties.