Burnout at the Top: Why Leaders Are Struggling Too
It’s no secret that we’re in the midst of a mental health crisis in the workplace. Countless studies highlight rising levels of stress, anxiety, and burnout among employees. But there’s another group that’s often overlooked in this conversation: leaders.
The pressure on leaders — whether we’re CEOs, managers, or heads of departments — has never been higher, and many of us are experiencing burnout ourselves. For example, a study by the Workforce Institute at UKG notes that a quarter of managers surveyed say they are “often” or “always” feeling burned out.
While employee well-being initiatives have become more common, the well-being of leaders can often take a back seat. However, if we’re not thriving as leaders, how will we effectively guide others? And this is why we must focus on addressing leader fatigue and burnout going forward.
Why Is This Happening with Leaders?
There are several factors contributing to the burnout crisis among leaders today. The demands of leadership have grown, the stakes are higher, and the pressures are relentless. This said, here are three key reasons I wanted to highlight:
1. Increased Complexity and Uncertainty
Leaders are now tasked with navigating unprecedented challenges, from managing hybrid teams, to responding to global crises like the COVID-19 pandemic. The business landscape has become more unpredictable, and decision-making is more complex. As leaders, many of us feel like we’re “constantly in crisis mode,” trying to balance immediate decisions while planning for an uncertain future. This heightened level of uncertainty can leave leaders feeling mentally and emotionally drained.
2. Emotional Burden and Isolation
Leadership can be an isolating role, and many of us feel the weight of our team’s well-being on our shoulders. This is compounded by feelings of inadequacy. For example, a recent study conducted by Korn Ferry found that more than 70% of American CEOs admit they struggle with impostor syndrome. This internalized pressure, combined with the external demands of leading an organization, significantly contributes to leader burnout. The emotional burden of trying to project confidence while battling self-doubt can quickly lead to exhaustion and feelings of isolation.
3. Unrelenting Pressure to Deliver
As leaders, we’re feeling the pressure to deliver more than ever, given the complexities of the marketplace. We’re expected to drive performance while managing the well-being of our staff, while potentially receiving less support for our own mental health and work-life balance. The constant balancing act of delivering results and meeting expectations from both sides adds significant pressure, leading to burnout and fatigue.
In a nutshell, it is not an easy time to lead, and this is why we must focus on leader fatigue and burnout going forward.
How To Address Leader Fatigue and Burnout
Addressing leader fatigue and burnout calls for a concerted effort by us as individuals and the organizations we serve. Here are four must-dos to consider, all of which connect back to Shift Leadership, my new paradigm for leading:
Must Do #1: Prioritize Mental Health Resources for Leaders
While many leaders feel that seeking help is a “sign of weakness,” we can help reset this thinking by spotlighting targeted resources for leaders themselves. Just as organizations have begun to offer mental health support for employees, it’s crucial that leaders have access to targeted resources as well. We need focused counseling, coaching, and help that allows us to manage stress and develop strategies for coping with pressure. Organizations should actively encourage leaders to take advantage of these resources to destigmatize and interrupt the fear of judgment.
Must Do #2: Set Boundaries and Encourage Downtime
One of the biggest challenges for us, as leaders, is the pressure to be available at all times. However, setting boundaries around work hours and prioritizing rest are essential for long-term personal sustainability. We know that leaders who establish clear boundaries are more likely to prevent burnout. Encouraging leaders to take time off, unplug, and recharge can significantly improve their mental and emotional well-being, which then cascades down to team members. Organizations should actively support this by promoting a culture that respects time off and discourages the “always-on” mentality.
Must Do #3: Delegate and Empower Teams
Leaders often take on too much responsibility, feeling that we need to manage every aspect of our organizations. This can quickly lead to burnout. To counter this, we must focus on effective delegation to help reduce fatigue. By empowering our teams to take on more decision-making and leadership behavior, we can reduce our workload and build a more sustainable approach to our responsibilities. Shift Leadership, which is about adapting our behavior in the workplace as leaders, plays a crucial role here as it emphasizes meeting the needs of the team, fostering trust, and allowing for more distributed work ownership.
Must Do #4: Focus on Growing Your Core Wisdom
As part of Shift Leadership, we want to start focusing on our internal growth, rather than exclusively focusing on external challenges. Building our Core Wisdom is essential for this “must do”. Whether we do this by engaging in mindfulness practices, self-reflection tools, therapy and healing work, or personal development exercises, Core Wisdom will help us to interrupt leader fatigue and burnout. As leaders, we must put the mask on ourselves first before we can effectively support and lead others.
My hope for this blog is that it hits the desk of as many leaders as possible, especially given how difficult this moment is – and how challenging the upcoming year will continue to be. As I highlight in Shift Leadership, only through prioritizing leader wellness will we be able to create healthy workplaces for all. It’s a win-win-win.
Are my words resonating with you? I’d love to hear your thoughts! Please send me a message through our Contact Us page, LinkedIn, or Instagram.
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