Burnout used to be considered a rare wellbeing issue – something that would affect a tiny minority of employees and could be cured with some time away from the office and renegotiating workloads. But in these chaotic times, it’s become less of a fringe concern and a real strategic leadership challenge.
Businessman experiencing stress during a late night at work
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Tiger Recruitment’s 2025 Salary and Benefits Guide found that while salary remains a primary concern for employees, avoiding burnout is close behind. One in eight professionals said exhaustion was their main reason for resigning, and this was often compounded by excessive hours. More than eight in 10 desk-based staff said they worked overtime and 68% worked weekends.
It’s no surprise that consulting company Gallagher recently found that two-thirds of U.S. employers are worried about the impact of burnout on their business and staff retention, yet less than a quarter provide mental health support for managers. Part of the issue is that businesses that lost staff during the pandemic were quick to build up teams again as talent became scarce, only to cut back again as business contracted. The staff left behind are working harder than ever before so their bosses can keep costs on an even keel.
But there is another uncomfortable truth that many businesses overlook – that burned-out leaders are part of the problem. They’re the ones that drive investment in wellbeing initiatives, resilience training and workplace policies, but are they following their own advice? If leaders want to build sustainable cultures, they must first address how they themselves work.
Of course, bosses do not reach the top jobs without experiencing intense pressure, being forced to make difficult decisions or facing high levels of scrutiny. Many operate in a near-permanent state of urgency, long hours and cognitive overload. But often this is treated as a badge of commitment, or the price of leadership. In fact, many CEOs and C-suite executives accept burnout as an inevitable side-effect of their job.
What message does this send to the rest of the business? Employees watch leaders closely, and when their CEO sends emails late at night or cancels something personal because of a work commitment, this behavior can become normalized or even lauded. There may be robust wellbeing policies, an advice line employees can call if it gets too much, even on-site counselling – but if the signal is that ‘this is what commitment looks like’, these resources are useless. Interestingly, Tiger’s survey showed that a number of the most in-demand benefits were associated with mental wellbeing, including enhanced annual leave allowances. Access to wellbeing apps or specialists also featured.
There are a number of further risks associated with burned-out leaders. Exhausted leaders tend to make more reactive decisions by focusing on short-term issues at the expense of strategic thinking. Creativity and perspective narrow under chronic pressure, making it harder to navigate complex challenges. Being in a constant state of high stress also reduces their capacity to support others. Leaders have less time and energy to listen, coach or create psychological safety for their teams. These habits then create pressures that cascade through the rest of the business.
As a leader, recognizing burnout on the horizon is the first step. Asking questions such as ‘am I working in a sustainable way? Do I unintentionally reward overwork?’, and answering them with brutal honesty is crucial. From there, leaders can look at how they can ringfence time for strategic decision-making (rather than making calls on the fly), redefine their availability (not responding to emails immediately late at night) and develop ways to prioritize better.
External support can be invaluable here. An effective, honest, non-executive director can help flag up when a leader is erring into territory where judgments may become blurred or exhaustion gets in the way. Seeking external coaches or mentors who can offer a different lens on a challenge can help bring clarity that will not be achieved by working long into the night.
Finally, having the courage to say no is key – clarifying what matters most and what does not is not only essential for personal growth and protection, but will reduce unnecessary stress throughout the rest of the business. The most effective anti-burnout leaders recognize that a healthy culture starts with them. Before they even think about redesigning systems in the organization to promote wellbeing, they need to take a look at themselves.
