Shreya is a senior executive at a global manufacturing company, leading a team of 300 and reporting directly to the CEO. She is a talented and highly valued leader who has worked her way into this role over the past decade.
Over the last six months, however, her performance has declined. She appears increasingly overwhelmed and stressed, and her manager is becoming concerned about both her wellbeing and the impact this is having on her leadership.
While Shreya is a fictional client, helping leaders stay at their best, maximise their strengths, and respond calmly and methodically to challenges is an important part of our work.
Things go wrong for all of us. How you manage yourself and communicate with your team, board, and other key stakeholders reflects your professionalism, values and leadership style.
At a recent Mentor Forum, our colleagues discussed the challenges leaders are facing and how best to support them in today’s high-pressure and increasingly public environment.
The conversation highlighted a shift from simply “coping” to maintaining energy, perspective, and effectiveness over the long term. Sustained high performance requires conscious attention to wellbeing, boundaries, and support networks.
Here are four key insights from the discussion.
- To Prevent Overwhelm, Leaders Need Space to Think, Not Just to Do
Many leaders move from one decision, issue, or meeting to the next with little opportunity to reflect. Yet effective leadership depends on creating time to step back, think strategically, and ensure actions align with long-term priorities rather than immediate pressures.
Regularly reflect on how you are spending your time. Does your day and week reflect your core priorities? Do you deliberately protect time for strategic thinking and planning? Whether daily, weekly, or monthly, creating space for reflection helps you focus on what matters most.
It is also worth considering your approach to delegation. Are you empowering others to take ownership and contribute to organisational success? Strong leaders understand they do not have to do everything themselves.
- Do You Have the Right Team Around You?
Leadership is not a solo endeavour. The most effective leaders surround themselves with skilled, capable people they trust to deliver.
They build high-performing teams that are curious, willing to take calculated risks, and committed to solving problems together. Investing in team capability is not a one-off activity; it requires ongoing attention and effort.
A strong team also provides ideas, challenge, encouragement, and support, all of which are especially valuable in what can often be a lonely leadership role.
- How Often Do You Disrupt Your Thinking?
It is easy to become stuck in familiar patterns of thinking about our work, leadership, and careers. Over time, this can contribute to feelings of overwhelm and stagnation.
One way to break this cycle is to challenge your assumptions. If you were starting again today, what would you do differently?
Whose perspective could help you see new possibilities or create greater clarity? What is one behaviour you could change that might lead to a better outcome?
Research suggests leaders benefit from remaining in a “continuous learning” mindset, characterised by curiosity and adaptability, rather than operating solely in “performance mode”. Adopting this perspective can open up new ways of thinking and responding to challenges.
- Sustaining Energy and Wellbeing
Leadership demands energy, and energy must be actively replenished.
Performing at your best requires intentional boundaries around your time and availability, as well as prioritising exercise, rest, recovery, and meaningful connections outside work.
High performers can be particularly vulnerable to burnout because of the standards they set for themselves, their capacity to take on increasing responsibility, and a reluctance to make mistakes.
Prioritising wellbeing is not an act of self-care alone. It is a leadership necessity. Leaders who look after their own wellbeing are better equipped to lead others effectively and set a positive example for their teams.
Ultimately, we must manage ourselves well before we can continue to lead others well.
