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Story by Marcel Schwantes

A little introspection may alleviate the growing challenge of leadership fatigue.

What if corporate leaders took a moment to reflect not just on what they need to accomplish, but on who they aspire to be? It might seem a bit indulgent, but McKinsey research indicates that pausing for self-reflection can truly help alleviate the growing challenge of leadership fatigue—the deep exhaustion that many CEOs and top leaders feel from constant or overwhelming pressures.

Introspection is a wonderful way for leaders to develop important human skills such as empathy, generosity, vulnerability, and adaptability, which can help combat burnout. It sparks boldness and nurtures a leadership mindset that supports ongoing high performance. McKinsey’s research shows that organizations investing in human capital are 1.5 times more likely to maintain their high standards.

“It’s about how leaders navigate the unexpected events, and how they do it in a way that brings along the people they’re leading,” said Dana Maor, a senior partner at McKinsey & Company who is one of four authors of a book featuring the research.

Develop self-awareness

The book, The Journey of Leadership: How CEOs Learn to Lead from the Inside Out, examines CEOs’ personal and professional growth amid leadership challenges. Maor and her co-authors—McKinsey partners Hans-Werner Kaas, Kurt Strovink, and Ramesh Srinivasan—discuss how leaders can develop self-awareness to foster change.

Using stories and strategies, they promote human-centered leadership, urging humility and continuous learning in a dynamic business environment. Success relies on self-reflection, generosity, mindfulness, and micro-practices—daily actions that reinforce purpose.

As leadership pressures continue to grow—from making tough decisions to dealing with the fallout of unmet goals—it’s no surprise that leadership fatigue is becoming more common. Last year, we saw a significant shift, with 2,221 CEOs in the U.S. stepping down, a 16-percent increase, and the average duration at Fortune companies dropping from six to five years.

Experts emphasize the importance of human-centric leadership, especially during these uncertain times, and highlight self-reflection as an essential starting point. Leaders are encouraged to seek honest feedback from trusted colleagues and to look inward by asking themselves vital questions. This practice helps build empathy, humility, and vulnerability.

As Ramesh Srinivasan beautifully put it, “What we realized is that the human-centric elements are the toughest questions to ask oneself.” These questions might include: How am I managing my time? What energizes me? How can I improve performance? And how can I inspire my team and make a positive impact in the world?

Develop trust through vulnerability

Leaders must recognize that essential human-centric skills aren’t necessarily developed on the way to the top. McKinsey found that 83 percent of leaders worldwide were unprepared for top roles, as being a strategist or a genius isn’t enough.

Human-centric skills enable leaders to connect with teams and foster motivation. A CEO’s willingness to show vulnerability by seeking input or admitting mistakes can build trust and promote a culture of openness and continuous learning, crucial for long-term success.

The art of balance is truly important: Leaders should embody qualities that might seem to be opposites, like courage and vulnerability, confidence and adaptability. Great leaders recognize that showing empathy and being generous help create a setting where everyone feels appreciated and empowered.

They also see that selflessness means focusing on creating value rather than just personal goals, and take time for themselves through activities such as meditation, deep breathing, and yoga to help reduce stress and stay focused.

Giving oneself grace is crucial for CEOs, as even experienced leaders struggle with inner work. It requires self-awareness, ongoing practice, and support from trusted advisers. McKinsey’s research shows that small, daily steps help reinforce purpose.

“The most successful approach we have seen for CEOs to reinvent themselves as human-centric leaders is to make numerous, small behavioral changes, which we call micro-practices. We often frame it as ‘unlearning’ management techniques and ‘re-learning’ human-centric attributes,” said Hans-Werner Kaas.

The payoff is clear: Leaders who develop personally can better inspire their teams, ensure well-being, and drive results. Inner work to develop human-centric skills helps leaders deliver better outcomes for organizations and their people.

This post originally appeared at inc.com.

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by Aytekin Tank

In Aesop’s fable “The North Wind and the Sun,” the two forces of nature argue over who is stronger. To settle the debate, they test their power on a passing traveler by trying to remove his cloak. The North Wind blows fiercely, but the traveler only clutches his cloak tighter. But the Sun shines gently, gradually warming the man until he willingly takes it off.

The story illustrates that persuasion is often more effective than force, but there’s also a lesson about leadership tucked inside it. When you lead with pressure, you create an environment of resistance and insecurity. But when you lead with empathy and humility, others are more likely to follow your direction.

That’s been my experience as CEO for nearly two decades. I often look to an unlikely team as a model for great leadership: our customer service team. Their work is grounded in empathy, responsiveness, and relationship-building—qualities that earn customer loyalty. When leaders apply the same principles, they foster more engaged, motivated teams, and that benefits the company at every level.

Here’s a closer look at what customer service taught me about leadership.

Empathy leads to better results

At my company, we carefully track customer service calls to continually improve the user experience. I’m consistently impressed by the complexity of these conversations and by how our team handles them with both tact and empathy.

We know that no one (well, almost no one) wants to spend their time calling customer service. So the team makes it a priority to truly understand a user’s needs and resolve issues as efficiently and thoughtfully as possible.

Leaders who take a similar approach—listening closely, responding empathetically, and aiming to meet employees’ needs—set the tone for a more engaged workplace with a greater sense of wellbeing. A recent review of studies on empathetic leadership found that it’s linked to higher employee engagement, lower turnover, and better performance, particularly during uncertain times. Even more compelling, the research showed a “pay it forward” effect: Empathy from leadership tends to inspire empathy throughout the organization.

Just like a great customer service team, strong leaders make it a practice to listen carefully and respond thoughtfully.

Transparency builds trust

Clear, transparent communication is essential to efficient customer service. It starts with active listening: Representatives must tune in to the root of a user’s question or concern, then summarize it to ensure both parties are on the same page. Then, they can resolve the issue or escalate it appropriately.

Leaders should cultivate this same dynamic with employees. Communication should be a two-way dialogue, where both sides ask questions, listen deeply, and aim for mutual understanding.

The old model—where employees operate in the dark while leaders hoard information—is no longer effective. Especially in times of rapid, unpredictable change, open communication is critical to employee wellbeing and performance. Take the advent of AI. In a recent YouGov survey, 49% of U.S. respondents said they felt concerned about AI, while 22% said they were scared. Transparent communication, like explaining the best ways to leverage the technology and continually checking in to see how they’re adapting to it, is a powerful way to quell ongoing concerns.

Adaptability isn’t optional

When we interview candidates for customer service roles, one of the top traits we look for is the ability to think on their feet. These employees face novel issues daily and must adapt in real time, finding creative solutions on the fly. So we might ask them to walk us through a conversation regarding a tricky issue. For example, a frustrated user is demanding a refund; the company policy says refunds are only given after 14 days, and it’s only been 7. How do you proceed?

Adaptability is likewise a requisite trait for today’s most effective leaders.  Try this adaptability mantra from Olympic gold medalist Lindsey Vonn: first, stay focused on your goal. Then, when facing a challenge, ask yourself, how can I reframe this situation as an opportunity to get closer to my goal? This reframe—from adversity to an opportunity to grow—gives a window into becoming more adaptable.

It’s one thing to think quickly in the moment; it’s another to pause, zoom out, and reframe problems when the pressure mounts. For leaders, both skills are necessary.

It’s easy to get lost in the minutiae of daily issues, especially when juggling the concerns of others. But keeping your broader mission in focus—your own North Star—can help reframe challenges as opportunities. By channeling the mindset of a great customer service rep, leaders can stay on their toes while guiding their teams through uncertainty.

This post originally appeared at fastcompany.com

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by Entrepreneurs’ Organization

When you build a business that can operate with and without you, you gain more than personal freedom.

Stephanie Camarillo, an Entrepreneurs’ Organization (EO) member, is a keynote speaker, retreat host, and self-described “Freedompreneur and Transformation Guide” dedicated to helping transformational leaders uncover their potential as the founder of Shine Leadership Ventures. Camarillo shared how she built a business that can function without her and, simultaneously, discovered new ways to empower her team.

I’ve spent nearly two decades building a business that would give me financial freedom and time independence. But my definition of freedom has evolved in unexpected ways through my entrepreneurial journey.

Early in my career, a well-meaning colleague advised me to maintain tight control over every aspect of my business. “If you want something done right, do it yourself,” they said. That mindset may seem prudent at first but can quickly become the biggest barrier to the very freedom you are seeking.

The pyramid of trust  

Letting go isn’t about blind trust. It’s about creating systems that function without your constant supervision. Think of it like building a pyramid—the foundation is solid operational systems, the middle layer is the right people in the right roles, and the top is that strategic vision that gives everything direction.

When I first acquired my cleaning business franchise, I tried to do everything myself, from cleaning houses to managing employees to handling finances. When you do that, you get trapped in the belief that your direct involvement is essential to success. But that approach keeps you working in the business rather than on it.

True freedom emerges when you shift your focus to building a sustainable structure. That doesn’t mean abandoning responsibility. In fact, quite the opposite. It means taking full responsibility for creating an environment where others can excel and learning how to empower your team. Continue reading →

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Story by Sarah Bregel

Companies are struggling with the rise of  AI, high levels of employee burnout, and managing hybrid teams. Now, there’s a new challenge: no one wants to be a leader.

According to DDI’s 2025 HR Insights report, based on a survey of 2,185 HR professionals and 10,796 leaders, 75% of companies prioritize promoting employees to leadership roles from within. However, less than 20% of Chief Human Resource Officers say they actually have employees who are ready to fill critical leadership roles. On average, there are only enough internal candidates to fill less than half (49%) of open leadership positions.

Going forward, it looks like the leadership vacuum is likely to get worse. According to the report, Gen Z is 1.4 times more likely than other generations to reject a leadership role. At the same time, Gen Z is also 2.8 times more likely to quit a job because of subpar leadership.

However, as Fast Company contributor Tracey Brower points out, the dearth of qualified candidates creates an opportunity for anyone who wants to be a leader.

What can companies do to create more leaders?

Historically, leadership roles have been desirable but as navigating the business landscape becomes more complicated, leadership roles have become less attractive. “Leadership is becoming a tougher job every day,” said Tacy M. Byham, Ph.D., CEO of DDI, in a press release. “While organizations can’t control the deluge of external challenges they face this year, strategic HR executives can build resilience by using trusted people analytics to forecast needs, build their bench, and reinvigorate the next generation of leaders.”

Essentially, companies need to create a strong leadership pipeline. Promotions are six times more likely when employees receive adequate coaching from managers. Likewise, companies should always be thinking about their strongest employees’ potential, even before leadership positions become available.

Tara Rasmussen, a hiring manager for Hapi, a hospitality tech company, points out that employee expectations have evolved. While she says older professionals cling to habits like “micromanagement” and “habits of overworking,” young employees are pushing back—even those who want to be leaders are setting firm boundaries around their personal time. “Elder millennials and Gen Z employees are more inclined to say ‘No thanks’ to giving up personal time even with decent salary increases,” she explains. In the past while future leaders stood out by working long hours, today selection committees need to understand that even leaders want time off.

What can employees looking for leadership roles do to stand out?

Strong leadership is built on a solid foundation of soft skills. Rasmussen, notes that when it comes to new leadership, “soft skills,” like communication and interpersonal skills, are more important than ever before. She notes that soft skills are the ability to navigate nuance while communicating with others and doing work. It’s not a one way lane,” Rasmussen explains. “Leaders in the current climate cannot expect to step into a role and communicate one way to all team members and be successful because everyone is different.”

Given the current environment where leaders face all kinds of challenges from technological changes to a turbulent economy, Rasmussen also points out “humility” is a key attribute modern leaders must have. “The ability to say, ‘I don’t know but I’ll find out,’ is absolutely critical,” she explains. “Leaders we look for now are not just ‘bosses’ that micromanage and order employees around. They must be able to be, well, human. Admit when wrong and grow alongside their teams.”

Jeffrey Pole, CEO and cofounder of Warden AI, tells Fast Company that, in 2025, leaders have to be innovative, adaptable, and knowledgeable about how to work alongside AI.

“There is much fear in the workforce today, with economic uncertainty, technology disruption, and a constant need for new skills and new career paths,” Pole explains. “The best leaders of this generation will be the ones who can adapt to change, embrace new opportunities, and motivate people to explore and experiment with the technologies and markets that are opening up.”

This post originally appeared at fastcompany.com

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by Mark Magellan

Twelve years ago, I was interviewing with Suzanne “Suz” Gibbs Howard for a role at Ideo. Suz had been a partner at Ideo for about 20 years and had built her career as a human-centered consultant.

I was a young, aspiring designer who didn’t fully understand the enormity of the brand’s name. I just knew how to design learning experiences. I was 25 years old and had previously worked as a grassroots organizer, where I designed experiences to bring people together. After that, I found myself at an online university startup in San Francisco.

As fate would have it, Suz had an idea to build a learning platform (which would later become Ideo U), and she needed a junior instructional designer.

“Yes!” I blurted out when she asked if I’d be up for a six-week experiment. But in the hours after the call, the fear started to creep in. Sure, I was at a fast-paced, fairly chaotic startup, but it was still a steady job. I’d also just finished grad school with student loans. I also lived in a city where people paid $1,200 to live in a walk-in closet. I paced around my living room and called her back.

“Hey Mark,” she said.

“Hi Suz,” I said nervously, but still unaware that the question I was about to ask was ridiculous: “If this doesn’t work out . . . will you have my back?”

Suz said yes. But she’d later tell me that her “yes” carried a weight for her. That night, she brought it up with her husband: “Should I have said yes? I mean, I don’t know if it will work out. And he’s taking a risk.”

Great leaders have your back

Suz never once went back on her word. She had my back from that day forward. She mentored me—even when I was probably being difficult. She invested in me, signed me up for sessions with a leadership coach, and connected me with mentor after mentor. Even years after I left Ideo to move to Berlin, she’d go out of her way to see me and respond to all my notes within a day.

She knew the gravity of saying she’d have my back. She didn’t take it lightly. And she surely didn’t owe that promise to a 25-year-old kid. She was—and still is—a giant in the field of design innovation. But that’s her style of leadership: she walks alongside you.

That experience taught me just how important it was for leaders to have their people’s backs. And that requires the following: Continue reading →