Most CEOs work in high pressured jobs, but the risk of burning out puts the whole company in danger. Katie Maycock specializes in helping not just the CEO but the organization as a whole to manage stress and increase performance.
Burnout specialist Katie Maycock has seen it before. The exhausted CEO whose unintentional apathy trickles down and affects negatively on the whole organization.
“If you look at someone working under chronic stress in that burnt out state, their ability to problem solve, their ability to make good decisions, their ability to execute decisive actions diminishes, which is going to have such a massive impact on the overall business,” Katie tells.
Burnout manifests in various ways, from physical exhaustion to cognitive decline. Katie categorizes the symptoms into physical, emotional, and mental signs.
“Physically, you might experience extreme fatigue, gut health issues, or frequent illness.” Emotionally, you may feel anxious or overwhelmed, while mentally, you may find it difficult to focus or make decisions.”
Many CEOs are so used to stress that they fail to recognize these early warning signs. And even though stress as an illness has symptoms many of us know about, burnout still has a long way to becoming recognized in the workplace.
The Root Causes of Burnout
Burnout is not a new phenomenon. As Katie Maycock explains, the term was first coined in 1976 by a clinical psychiatrist who studied high achievers—often CEOs, managing directors, and other leaders—who faced intense stress.
“One of the biggest reasons people burn out is they don’t even recognize that they’re stressed,” Katie says. “They put so much internal pressure on themselves to perform and to ensure their businesses are successful that they sacrifice their physical, mental, and emotional well-being.”
She emphasizes that burnout often stems from an “addiction to pressure.” CEOs and business leaders are driven by their desire to succeed, but they may create unstable foundations in their pursuit.
“It’s typically when they realize their health is failing or their performance drops significantly that they finally see the problem—but by then, it’s already critical,” she adds.
A Framework for Managing Stress
Katie Maycock offers a structured approach to help leaders manage stress before it turns into burnout. She has developed a three-pillar system to assist CEOs:
- Establishing Sustainable Habits: The first step is building daily habits that mitigate stress. “Every CEO knows they need to take care of themselves, but implementing those habits consistently is key,” Katie explains.
- Changing the Relationship with Stress: The next step is developing a healthier perception of stress. “We look at how CEOs respond to stress and work on changing those responses,” she says. “It’s about becoming self-aware and learning how to work under pressure without tipping into burnout.”
- Building a Sustainable Business Model: The final pillar focuses on restructuring the business to reduce the risk of burnout. “We look at the business model and identify what elements contribute to burnout. By making these changes, we help CEOs create sustainable profits without sacrificing well-being.”
The Trickle-Down Effect
Katie notes that burnout at the top level doesn’t just affect the CEO; it ripples throughout the organization.
“When a CEO is burnt out, their decision-making and problem-solving abilities diminish, which impacts the whole company. An apathetic CEO can’t effectively manage people or drive the business forward.”
She explains that burnout is often the reason businesses struggle to innovate or navigate stressful periods.
“A burnt-out CEO creates a negative environment where creativity is stifled, and it becomes difficult to see a path forward.”
The Importance of Peer Groups
One effective way to combat CEO burnout is by participating in peer groups, where leaders can share experiences and learn from one another.
“CEOs often feel very alone, but when they join a peer group, they realize their struggles are common,” Katie explains. “It’s an opportunity to see things from a new perspective and find solutions.”
However, Katie warns that peer groups should avoid becoming a space for constant negativity.
“It’s important that these groups don’t turn into complaint sessions,” she says. “Instead, they should focus on finding practical solutions and supporting each other in making small changes that lead to significant improvements.”
Finding the Balance: Pressure vs. Stress
Katie emphasizes the importance of distinguishing between pressure and stress.
“Working under pressure can be positive and drive performance, but stress needs to be managed,” she says. “CEOs need to learn how to leverage pressure without crossing the line into chronic stress and burnout.”
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