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Positions of power often seem to be burdened by an unwanted force–stress. Is stress a necessary evil for people in the upper echelons of leadership, or for those who wield power in an organisation? Leaders are burning out at alarming rates, and perhaps we are turning a blind eye to a huge potential culprit.
In today’s world, where we stubbornly pride ourselves for working hours upon hours of overtime (especially if it’s unpaid), and we force ourselves to work even with severe illnesses or injuries, it’s no wonder our physical and mental health eventually suffer. Stress and leadership seem to go hand in hand, and you almost can’t have one without the other if you want to be seen as a high-performing, ready-to-handle-anything type of leader.
When we encounter stressors, a series of events is kicked off in the brain. The amygdala picks up on the stressor through your senses, and if it decides you’re in trouble, a signal is sent to the hypothalamus. The hypothalamus controls part of the nervous system responsible for heartbeat and breathing, so this is why you feel an accelerated heart rate in moments of perceived danger. The hypothalamus also activates the HPA axis, resulting in the release of cortisol, a stress hormone.1
Cortisol is produced in the adrenal glands, and it helps maintain blood sugar levels and provides energy for the brain. And, in the short-term, increased cortisol isn’t always a bad thing. Long-term stress, though, can wreak havoc on your body and mind, with effects ranging from anxiety and depression to digestive problems, heart disease, weight gain, and memory impairment.2
When we say “burnout”, what do we mean? According to experts, burnout is a psychological syndrome which emerges due to the presence of prolonged job stressors. Burnout has long been associated with certain occupations, including those that are people-oriented, such as health care, education, retail, and leadership.3
There are three main components to burnout: reduced personal efficacy (evaluating yourself negatively), emotional exhaustion (being emotionally overwhelmed) and disengagement (detachment or indifference). Once these symptoms begin, it’s easy for them to snowball as stress increases.4
Burnout doesn’t just affect the person suffering from it, but rather the effects can spill over into personal and professional interactions with others. It can even be contagious in a way, as others may give in the same stressors. When businesses experience low levels of performance, you can expect increased conflict, poor planning and strategy, and increased absenteeism and accidents.5 So, what can we do to prevent burnout, or help those already suffering?
Working hard for something we don’t care about is called stress; working hard for something we love is called passion.
While we can’t erase all the stressors from our lives, we can learn to cope with them. Leadership models such as the i4 Neuroleader can teach you skills useful for handling stress, leading to a healthier brain and body. Other tactics include:
Burnout doesn’t have to be the inevitable result of working hard. We can reverse the epidemic we see if we recognise the role of stress and then actively work to lower stress levels for improved health and wellbeing. Our leaders must be ready for the challenges ahead, but without healthy minds and bodies, it’s only a matter of time before burnout occurs.
1. WebMD. What does stress do to the body? WebMD, LLC. 2018.
2. Mayo Clinic Staff. Chronic stress puts your health at risk. Mayo Foundation for Medical Education and Research. 2019.
3. Maslach C, Leiter MP. Understanding the burnout experience: recent research and its implications for psychiatry. World Psychiatry. 2016;15(2):103-11. DOI: 10.1002/wps.20311
4. Maslach C. Burnout, the cost of caring. Prentice-Hall Services. 1982.
5. McLennan K. Building Leaders for the Imagination Age: The Case for the i4 Model. About my Brain Institute. 2016;1. [White Paper].
These Stories on Performance
Founder & CEO
About my Brain Institute
Scientist, educator, author, speaker, coach, award-winning leadership specialist, filmmaker and creator of the i4 Neuroleader Model & Methodology.
Silvia's scientific background and curiosity about the human brain led her to a decade long journey of research into optimal brain functioning and the application of neuroscience in leadership and daily life. Her past and current roles have uniquely prepared her for the current undertaking, that of leadership activist & change agent.
Silvia Damiano founded The About my Brain Institute in 2009, with the purpose of democratising leadership & neuroscience. She has a passionately held belief, that leaders in our 21st century global economy and their organisations must radically change long-held ideas of what constitutes effective leadership
In her ground-breaking books ‘Leadership is Upside Down’, ‘Brain-Friendly Leadership’ and the 2018 documentary ‘Make Me A Leader’, Silvia provides both compelling evidence and explores the importance of leadership in our personal and professional lives and what it takes to develop the human behind the leader.
Silvia has worked in different countries, across many industries, helping teams and organisations improve business performance. Silvia’s clients have described her as a passionate, dynamic, a highly experienced speaker and master facilitator on the topics of Emotional Intelligence, Cultural Change, Neuroleadership & Engagement.
Silvia is passionate about leaving a legacy of well-rounded leaders who can act and decide in a way that better serves humanity. Her clients include Microsoft, Australian Stock Exchange, NSW Government, VISA, Fuji Xerox and Manpower amongst many other global companies.
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