Written by guest author Jane Sparrow, Director at The Culture Builders

Consider the analogy that all individuals have their own human bank balance. This is our personal capacity – energy levels, drive, enthusiasm and emotional wellbeing – that we manage as a quantifiable resource. How we draw from and pay into it affects our ability to perform in the different areas of our lives.

The simple analogy will be easily understood by the leader, but this relatable take on self-care is arguably not one they would apply to themselves. Indeed, there is evidence this year that leaders are overdrawn and paying the interest. They face a wellbeing deficit, so to speak, and it is having an impact on their career and the organisation they lead.

Suggesting self-care to a leader, however, is not always received so well. If it’s not a rolling of the eyes, you might get a ‘no thanks, no need’ or ‘maybe, when I get the time’. Running an organisation is tough, and it calls for resilient people. At least, that’s the age-worn maxim, and it’s not uncommon for executives to eschew the idea that they, too, must heed their own advice at the end of the all-staff briefing and ‘take care’.

Yet, here’s the thing; those who lead and manage others have a particular need to look after number one and manage that personal bank balance.  Certainly, those in managerial roles are more likely to be stressed, angry, sad and lonely at work. Being a leader or manager has its perks, but you’re at a greater risk of experiencing higher levels of negative emotions, and if these persist then overwhelm and burn-out happens.

Exacerbated by the always-on nature of modern work, we are now seeing work-related well-being problems reach alarming levels, particularly among high performers. Reports of a sharp rise in CEOs leaving their roles in 2023 have been met with a debate this year about the pressures on C-suite. The warning signs, however, have been in front of us for some time. A 2022 survey found executives were struggling to prioritise their well-being. Three-quarters (74%) of executives said they faced obstacles when it came to achieving their well-being goals.

Serious well-being issues, such as burn-out, have always been a risk for the executive. It comes with the territory, you might say. Being in change of an organisation requires many things, not least conscientiousness, a fierce work ethic and strength of character to see you through the toughest times. These traits, however, have perhaps made the executive more susceptible to mental health and wellbeing issues.

With the leadership landscape now evolving rapidly, the well-being of those at the top of organisations is one of the most under-rated challenges facing our world of work. The world today is marked by instability and rapid changes driven by factors such as AI, climate change and global unrest. Leaders need a fluid mindset to navigate this volatility successfully. A resilient mindset is called for. Leaders must cultivate an inner voice that embraces challenges with a “What if?” attitude rather than succumbing to fear and doubt.

Strong, decisive leadership has never been this important, so how do we get the best out of our executives? Many organisations now recognise the need to invest in their development in a holistic way, to ensure their leaders feel equipped and motivated to lead change. This intentional, human-centred approach to leadership development is becoming crucial in today’s fast-paced environment.

How do executives manage their ‘human bank account’, balancing work demands with their personal well-being? In short, they must be mindful of their physiological needs, emotional states, focus, motivation, inclusion and personal growth. Addressing these areas holistically can help them maintain their energy and effectiveness. It’s what I call ‘The Bank of Me’.

Understanding this concept, of the human bank account, can be highly effective in promoting sustainable leadership, and it is six key, interconnected areas that together impact the leader’s overall performance and well-being.

1. Physiological needs – adequate rest, nutrition, hydration and exercise are fundamental. Leaders must ensure they get enough sleep, eat healthily, stay hydrated and incorporate regular physical activity into their routines. These habits support both physical health and cognitive function.
2. Emotional states – managing emotions and being aware of others’ emotional states is crucial, especially during periods of change. Leaders should develop emotional intelligence to navigate their feelings and understand their team’s emotional dynamics.
3. Focus – balancing strategic thinking with operational tasks is vital. Leaders should allocate time for both high-level planning and day-to-day execution, avoiding the trap of constant distraction, instead helping their teams to dynamically prioritise.
4. Motivation – knowing one’s “why” and aligning it with the organisation’s goals can drive motivation. Leaders should seek tasks that fulfil them and understand that some duties are necessary even if they are not particularly enjoyable.
5. Inclusion – creating an inclusive environment where everyone feels valued and understood fosters a sense of belonging and engagement. Leaders should promote diversity and empathy within their teams.
6. Personal growth – adopting a growth mindset and seeking continuous improvement are essential. Leaders must actively seek feedback, invite challenge, embrace learning opportunities and encourage their teams to do the same.

A focus on these six, interconnected areas will enable the leader to handle constant change with their personal well-being prioritised. To get here, though, involves intentional development and support. Organisations must commit to continuous learning and improvement, ensuring their leaders are prepared for whatever challenges lie ahead.

By fostering this resilient mindset and supporting holistic well-being, we can equip leaders to thrive in an ever-evolving world. This is the leadership of the future— a dynamic, inclusive and sustainable approach to navigating change.