The rise of Leader Fatigue as we all ‘hang in there’, yet again

If you're someone who has been leading an organisation, a team or a family through the last 2-years it probably feels like you're the driver on a long road trip, that nobody wanted to go on, constantly fielding the question, 'are we there yet?'.

 The signposts are constantly changing and just when we think we’re getting closer, the destination moves. We need to rethink the roadmap, grab emergency supplies, and try to keep everyone happy when patience is running thin. Each person on the bus has a different pain point depending on their life situation and role and it’s impossible to separate the two.

 A good leader never lets a team member drown or kicks them off the bus when they’re struggling. They support them to succeed professionally and personally, despite the challenges they’re up against.

 The problem is that leaders are now expected to lead others towards positive business outcomes, when we don't have the answers, and double as personal support for each person’s unique needs to succeed with the ongoing impact of hybrid working environments, change and uncertainty. ON TOP of managing their own personal challenges.

 They are at risk of burnout as they try to carry the burden for those around them as we continue to navigate change toward the next normal, and the next normal after that.

 Leaders must learn new skills to empower those around them to transform stress and become response-able for their own situation, rather than attempting to solving it for them. It's a compassionate transfer of ownership back to the individual. When leaders take on the burden, and slip into rescue mode, they inadvertently disempower their people and become EXHAUSTED.

Ex-Navy Seal and author of Extreme Ownership, Jocko Willink says “Leaders must own everything in their world. There is no one else to blame.” Many leaders make the mistake of believing this means they need to ‘take on the problem’ or solve it for someone who is struggling but this can lead to even more challenges and long-term disempowerment. Jocko is really saying that everyone must take ownership of everything in their world.

The key shifts we need to make are:

Successfully achieving these shifts requires:

• Greater leader awareness of the roles that each person is assuming in the face of setbacks and recognising victim and rescue tendencies early,
• Ability to reframe challenges so we don’t feel persecuted by them or hopeless to make a difference, and
• Boosting response-ABILITY in ourselves and others, with practical tools, so everyone can solve their own problems.