Navigating the emotional burdens of leadership

The role of the CEO is not solely about decision-making and strategy; it extends to the often-overlooked realm of emotional labour. In this article, we look at how leaders can effectively meet the demand for emotional resilience

CREDIT: This is an edited version of an article that originally appeared on Harvard Business Review

CEOs are tasked with projecting unwavering confidence even in moments of personal doubt, owning the repercussions of tough decisions and absorbing disappointments and failures as well as triumphs and successes.

With most businesses impacted in one way or another by the current uncertainty of the economic landscape as well as the growing requirement for better emotional support for employees, one unwritten rule prevails: it’s often deemed unacceptable for CEOs to openly discuss the emotional toll of their job.

However, there has been a surge in emotional strain on CEOs in recent years, attributed to three key factors:

CEOs are navigating the same constant stream of crises as their employees, from health emergencies like the Covid-19 pandemic to geopolitical conflicts and economic uncertainties. This perpetual uncertainty often results in divided opinions within organisations, placing CEOs at the forefront of potentially divisive decisions.

There is a growing expectation for CEOs to engage with politically charged social and environmental issues, extending beyond traditional corporate social responsibility. This engagement comes at a significant emotional cost, as CEOs grapple with diverse stakeholder interests while protecting their and the business’s reputations.

The demand for authenticity in leadership has surged, requiring CEOs to share personal stories and experiences. While this authenticity can foster trust, it also increases vulnerability and emotional exposure, adding to the stress of balancing personal beliefs, corporate values, and external pressures.

But how can CEOs navigate this change in not only the level of emotional labour, but also the expectations for how much or little can be demonstrated publicly? Cultivating close confidantes outside the organisational structure for candid discussions can be one action to take. These confidantes may be found in career peers, mentors or trusted former superiors. Listening to professional advisors and ensuring confidence in data and facts regarding crises and their impacts can help maintain control and critical decision-making. CEOs should expect and be ready for emotional reactions from various stakeholders, relying on emotional intelligence and external perspectives.

By acknowledging and addressing these emotional challenges, CEOs can enhance their resilience, provide sustainable leadership and continue steering businesses toward success.