Last year, Jacinda Ardern, the New Zealand prime minister, shocked nearly everyone when she announced that she would step down as the country’s leader. She said the reason was simple: She was too worn out to continue.

We’ve written much about burnout in recent years, mainly about workforces and employees. But leaders also feel burned out at work. 

In 2023, about 2000 CEOs left their posts, according to Challenger, Gray & Christmas. That’s the highest turnover rate reported since it began tracking CEO exits in 2002.

Running a company is inherently complex, and dealing with many leadership challenges has always been challenging. While a leader can progress towards greater efficiencies and smoother ways of operating the business, challenges could include anything from changes in market dynamics to the evolution of product categories, the introduction and integration of new technologies, and, of course, the impact of wider socio-economic trends. 

“Executives face heightened expectations and pressures. Stakeholders demand quick, tangible results, which often translates into longer working hours and greater stress,” says Rolando Jessurun, VP of Global Talent Acquisition at Backbase. “The business landscape is increasingly volatile and uncertain, whether due to economic fluctuations, political instability, or unexpected crises. This makes decision-making more challenging and stressful for leaders.”

Now more than ever, it’s the job of every leader to balance employee interests with the organization’s success, aligning everyone around the most impactful work.

The last few years have brought an onslaught of changes. And now, leaders are shifting their attention to the next big thing: artificial intelligence. They find themselves engulfed by new projects and initiatives and pressure to innovate and reinvent their products to stay relevant. 

They also need to encourage a workplace culture of learning that invites experimentation. There’s always a feeling of another thing to add to the list. Not surprisingly, they become exhausted by change and overwhelmed by the weight of new responsibilities.

PRESSURE TO ADAPT AND INNOVATE

“Every job has different kinds of pressure. As the head of a company, you are responsible and accountable for making critical business decisions and ensuring every part of the organization functions as it should. People depend on you to make the right decisions to protect livelihoods and careers,” says Omar Qirem, CEO of Edelman Middle East.

“Globalization has seen us working across time zones and borders almost daily, and the growth of communication tools has made us more available than ever. As the head of an international company in the Middle East, it is my responsibility to put the right support in place for our team – such as mental health support, flexible working arrangements, and having a people-first culture,” adds Qirem.

Elie Khouri, founder of Vivium, says leaders consistently scan the horizon, anticipating and adapting to the next wave of disruption. 

“As a leader, you’re constantly under pressure to adapt, innovate, and leverage all these new technologies to stay competitive.”

“Maintaining this level of vigilance, while also making high-stakes decisions that impact employees and stakeholders, undoubtedly contributes to the burnout that has become common among senior business leaders.”

According to Lesley Jones, Chief Legal Officer – Dubai Aerospace Enterprise, running a company is not necessarily more complex, but the general pace is faster partly due to technology. “While technology makes it easier to stay connected 24/7, that has its pros and cons. There is always a price to pay for whatever decision you make.”

Additionally, Oren Kaniel, CEO & Co-Founder of AppsFlyer, says, “We must navigate macroeconomic fluctuations, industry transformations, evolving data privacy regulations, and rapid advancements in AI. These challenges and changes can create anxiety and stress.” 

Constant change is a reality for top leaders, leading to burnout. That’s why they should take better care of themselves and achieve wellness or, at least, work-life balance at a time when the top job is getting harder.

Addressing burnout and stress in management is critical, as it can negatively impact organizational performance.

FLEXIBILITY IS KEY

While employees may have the luxury of working 9-5 and disconnecting afterward, setting such boundaries is almost always impractical for founders and CEOs. But flexibility is key.

“As leaders, we have greater flexibility in planning our time and schedules as long as business outcomes are unimpacted. Sometimes, I work six days a week to take two days of undisturbed holiday time. Today, most top leaders are looking for work-life harmony, more than work-life balance as such,” says Suresh Sambandam, Founder and CEO of Kissflow.

Even though top leaders require significant time and energy investment, Qirem says, “Prioritizing tasks and time management helps a lot. It is also about leading by example and supporting employees in achieving their work-life balance goals.” He adds that Edleman introduced policies to support work-life balance, including hybrid working. 

MANAGING AND PRIORITIZING

Sambandam says there will always be complexities for top-level executives. “But stress is largely the result of facing challenges in areas where one lacks passion. Stress levels tend to escalate when activities are driven solely by financial motives. Conversely, these challenges transform into stimulating opportunities when driven by passion.” 

“Identifying the core reason behind your endeavors is therefore crucial. If you are passionate about your work, the likelihood of burnout significantly decreases,” he adds.

Discipline is key to avoiding burnout. According to Ahmed Abdelaal, Group CEO of Mashreq, understanding the organization’s strategic priorities is key to avoiding burnout. ”Focus on outcomes and impact rather than sheer output. There will always be more work, but effective time management and organization will allow you to dedicate time to personal activities and goals.”

As a leader, it’s not about balancing work and personal life — it’s integrating them, says Khouri. “If you’re a good leader, you must find a way to make it work because once you have a healthy personal life, that will feed directly into your business life. Otherwise, it will just lead to burnout.”

He adds that the problem is not the lack of time; it’s the inability to manage and prioritize effectively. “While it takes work to maintain that balance, it’s a must if you want to be an effective leader and take care of the health of your well-being.”

Often, stress arises from a mismatch between the demands placed on an individual and their capacity to meet those demands, both psychologically and physiologically. “As CEO, I am fortunate not to have a direct superior, allowing me to set expectations rather than respond to them,” says Sambandam. This autonomy helps me manage stress effectively by maintaining a balanced perspective and controlling the demands placed upon me.”

DISTRIBUTED LEADERSHIP

Many feel pressure to deliver sustained high performance at work, contributing to burnout. However, Abdelaal says top leaders can deploy a distributed leadership approach to reduce stress. “This approach centers on ensuring that you have a team of competent and trusted executives who can support you and each other, especially during downtime.”

“Ensuring a well-supported executive team capable of alternating responsibilities and maintaining strong communication and trust would allow top leaders to better manage their workload and achieve a healthier work-life balance. This approach not only benefits the leaders themselves but also enhances the overall resilience and performance of the organization,” he adds.

Jessurun emphasizes that “developing strong succession plans and encouraging delegation to distribute responsibilities more evenly” can reduce the burden on individual leaders.

“Encouraging a culture of openness and support while driving for top performances can help mitigate burnout. This includes ensuring that leaders feel supported by their teams and the organization,” Jessurun adds.

SELF-CARE AND ME-TIME

Many successful CEOs establish routines or habits that allow them to disconnect from work. “Given my role, it is rare that I switch off from work, but I do carve out time for myself to go to the gym and spend decent time with the family,” says Qirem.

There is the undue perception that CEOs and leaders must be constantly productive. However, true downtime is just as essential, says Sambandam. “Finding that activity that enables one to unwind effectively is key. For me personally, this is watching Netflix. I particularly enjoy light-hearted, humorous shows and engaging historical series. Recently, I have been captivated by Marco Polo and Yellowstone.”

Khouri says he’s instituted a hard cut-off for emails (6 PM) and checking his phone (10 PM). “After those times, I focus on personal calls, reading, or winding down in other ways. Getting that mental separation by the evening is crucial.” He meditates, exercises, and maintains a healthy diet. “When I’m properly fuelled, both physically and mentally, I’m much better equipped to manage the demands of this job without getting burnt out.”

For Abdelaal, physical activity is central to his mental and physical health routine. “I swim daily and engage in adventure sports when possible. I also read and travel with family and friends.” 

Achieving peak performance and control over the mind is crucial, says Kaniel. “One effective method I’ve implemented to minimize distractions is removing all notifications from my phone and laptop, except calendar notifications. I avoid using my phone for at least an hour after waking up and an hour before going to bed. This routine helps start and end my day with a clear mind, free from the barrage of notifications.”

Jessurun believes in working hard, playing hard, and staying healthy. “Only then can both organizations and individuals drive for top performances and healthy work-life balance,” he says.