Insights

At an executive level, our default response to challenges often looks the same: work harder. We dig deeper to understand the problem, spend longer hours thinking through solutions, even lie awake at night rehearsing possible scenarios. We push through.

Executive leaders carry an extraordinary weight of responsibility. From setting strategy to representing the organisation, we often find ourselves making decisions that impact hundreds — sometimes thousands — of people.

But here’s the reality: many don’t talk about. Carrying the weight of this on our own could come at a personal cost, especially when our wellbeing is neglected.

One of the most powerful sources of resilience for leaders is having a clear sense of purpose. Purpose serves as an internal anchor—steadying us amidst external pressure, uncertainty, and fatigue.

Many leaders find themselves in their roles not by deliberate choice, but as a result of consistent performance and contribution over time. In the demands of daily leadership—managing teams, solving problems, meeting expectations—it’s easy to lose sight of the deeper reason behind the role. But resilience is strengthened when leaders regularly pause to reconnect with their “why.”

As a consultant and advisor, I’ve guided many leaders through complex decisions and dilemmas. Yet—perhaps surprisingly—not one CEO has ever begun by saying, “I feel lonely.” What they do share are operational challenges, staffing concerns, and tough decisions. Loneliness, it seems, doesn’t register as a concern—until you look beneath the surface.

From firefighting to future-building: mastering your leadership energy

We all have finite energy. While we cannot change the amount of energy, we can manage how we optimise the available energy we have. We can also influence where and how we invest it. Work expectations often force us to spend energy on tasks and activities that are necessary but not always the best use of our capacity.

A topic that still surfaces regularly in conversations about work is the need or purpose of a dedicated
office space and how much time employees should spend working in person with colleagues. A
valuable perspective emerges when we ask a different question: What should the purpose of working in person with colleagues be?

“Be alive to the reality of others.”
This is one of my favorite expressions. It’s how the Arbinger Institute describes empathy. It serves as a reminder that in our workplaces, understanding others is not just a soft skill; it’s the key to unlocking better collaboration and problem-solving.

Managing change effectively requires leaders to think and act differently. This process is energy-intensive, and energy—along with enthusiasm—is a critical resource for leadership. Lex Sisney, in his book Designed to Scale: How to Structure Your Company for Exponential Growth, uses physics and systems theory to explain how organisations must both respond to and shape change to ensure optimal performance.

Few things in life bring me more joy than seeing people truly happy at work. As a consultant, I have the unique privilege of engaging with individuals in their workspaces, exploring their experiences and understanding what drives their fulfillment.