BURNOUT: WHAT IT’S TELLING YOU AND HOW TO DEAL WITH IT

It’s 5 a.m. The executive is already rehearsing the pitch she’ll make to the Board later that week. She’s not tired—she’s hyper-focused. But beneath that sharp edge of productivity lies something else: not fear of failure, but a deeper fear of not being enough.

This moment is not unusual. Many ambitious, high-functioning leaders find themselves here—awake before dawn, driven by urgency, and slowly captured by the very force that helped fuel their rise.

Burnout is often discussed in terms of long hours or stress. But that’s only part of the story. Burnout is not just a condition—it’s a state of awareness. It’s shaped by internal pressure, performance identity, and compulsive striving. Until we learn to name and manage this state, it ends up managing us.

What Burnout Feels Like on the Inside

Burnout rarely announces itself clearly. It arrives subtly, manifesting as irritability, disconnection, disrupted sleep, and a vague sense of dragging yourself through each day. You’re doing more than ever—yet feeling less.

For aspiring CEOs, it’s not just fatigue—it’s internal pressure without pause. A constant internal whisper: I should be doing more. I can’t ease up. I haven’t earned it yet.

Often, burnout stems from a structure you didn’t realize you were building—one where your value is tethered to performance, polish, speed, and achievement.

This is why burnout feels so personal, even shameful. Because at its core, it is a kind of identity crisis. It’s not just “I’m tired” but “If I stop, who am I?” and more “What might I never become?”

Executives rarely say this out loud. They don’t need to—partly because it’s uncomfortable and partly because they’re so competent they can keep functioning while running on empty. Until they can’t.

The Aspiring CEO Identity Trap

High performers don’t burn out because they’re weak. They burn out because the same traits that drive them to succeed—focus, ambition, excellence—become compulsions when fused with self-worth.

Many future CEOs begin with genuine inspiration and drive. But somewhere along the line, the work stops being something you love to do and becomes something you have to do.

This is the real burnout engine: when you are only okay if you perform, succeed, and achieve. Achievement becomes a form of survival.

This is the CEO identity trap:

• If I slow down, I’ll fall behind.
• If I’m not always “on,” I’ll be exposed.
• If I don’t exceed expectations, I’ll become irrelevant.

These beliefs aren’t always conscious, but they’re potent. They fuel a constant need to prove, perform and produce—even when the body is exhausted and your inspiration is depleted.

Until your identity is untangled from your performance, burnout will always be waiting.

So what is the alternative?

What Centeredness Feels Like

If burnout is compulsive striving, centeredness is an intentional state. It doesn’t mean doing less. It means doing what matters—without being ruled by pressure.

A centered executive is not passive. They’re precise. They still lead, decide, and deliver—but from a place of clarity, not compulsion. They are anchored. Their own sense of value doesn’t rise and fall with each result. They know that triumph and disaster, success and failure, are the two sides of achievement.

Centeredness feels like:

• Clarity over urgency
• Action from inspiration, not fear
• Presence in the moment, not anxiety about the next

You know you’re centered when you’re productive, not frantic. Engaged but not reactive. Energised, not depleted.

It starts with intention, and it is maintained through daily self-awareness — learning to interrupt the inner pressure loop before it takes over.

A Simple Daily Practice for Centering Yourself

One simple habit can help executives return to centeredness — not by changing what they do, but how they relate to what they do.

This is a twice-daily check-in — once in the morning, and once in the evening. It interrupts the internal striving loop and helps re-anchor your awareness.

The method is simple: Use reflective questions to balance your perceptions — whether you’re feeling inflated or depleted.

When you feel up, overly confident, or on a high:

Use questions to ground yourself in humility and awareness.

• What opportunity did I miss today?
• Who did I overlook or take for granted?
• What overdue task did I not complete?

When you feel down, drained, or not enough:

Use questions to lift your awareness and reconnect to your impact.

• What idea or action did I follow through on today?
• What challenge did I face and learn from?
• Who did I appreciate or thank today?
• What progress did I or my team make — even if small?

This practice works because it shifts you from reactive thinking to conscious reflection. Over time, it strengthens emotional equilibrium and reorients your energy toward meaningful engagement.

Try it for 21 days. Five minutes in the morning. Five in the evening. Write it down if that helps. Over time, your mindset will shift—from striving to grounded action.

This isn’t about perfection. It’s about building awareness. Because burnout is a breakdown of awareness. Centeredness is the return path for a resilient executive.

Burnout as Teacher

Burnout isn’t a failure. It’s a message—not that you’re unfit to lead, but that your inner model of success has hit its limit.

It’s asking you to evolve—not just in skills, but in self-awareness. Use each symptom as a feedback mechanism in your journey to CEO.

Because the most powerful leaders aren’t the ones who never burn out. They’re the ones who learn to lead from within. They understand that their performance cannot outpace their self-knowledge and self-governance.

If you’re feeling the signs—fatigue, disconnection, self-doubt—don’t push them away. Listen. Reflect. Re-center.

Your leadership future may depend less on how much you can do, and more on how deeply you can be present. Because in being at your most aware, you give the space for others to do the same.

Written by Barbara Wilby.

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