I am pleased with the initiative of VACATION IS A HUMAN RIGHT (VIAHR), a foundation dedicated to preventing burnout and promoting rest as a human right, which brings us together today in this historic and heroic City of Cartagena de Indias, a pioneer of tourism in Colombia.

“LEADING WITHOUT BURNOUT” is the title that the organizers of this Third Ibero-American Congress have given to my presentation and the reflections I will share with you shortly. The title implies, first and foremost, some reflections on the profile of a leader, what leadership entails in any institution or area of ​​society, and the attitudes and lifestyle that must be adopted in this social role to avoid failure or burnout.

We all agree on the need for leadership in human communities and social organizations. At the same time, it is common to hear that society lacks leadership, specifically good leaders who can guide societies in the pursuit of the common good and in building better institutions, ultimately leading to a better world than the one we live in.

However, it is also important to note that the parameters of leadership that humanity has known in recent decades have undergone changes, as the transition from modernity to postmodernity has disrupted our established agreements, conventions, and notions, including those of leadership.

Because this era of change has brought with it new fields of work for human and social development such as scientific and technological advances, which have overturned what was previously known as leadership and, in general, the profile of social leaders.

Thus, for example,  we are witnessing the emergence of a new and powerful leadership, of young men and women who, by leading large technology and telecommunications companies, are rendering other previously known and accepted forms and types of leadership obsolete. The same could be said of the rise of young political leaders who, across the globe, are paving the way for new ways of understanding the exercise of leadership in global society.

The emergence of these new leaders and new forms and fields of leadership implies, in this exercise, a reevaluation of qualities such as rapid innovation, digital adaptation, and a new vision that is not tied to past paradigms. These new forms of leadership prioritize agility, creativity, and global consumer trends over traditional experience.

This is a new, less pyramidal and more horizontal leadership style, prioritizing meritocracy and disruption over entrenched, pre-established hierarchies. In politics, we are also witnessing new forms of leadership that seek greater connection with the demands of the majority through the more direct interaction enabled by new digital and communication platforms.

All of which means that current leadership is built and evaluated by the ability to navigate unprecedented and complex ecosystems, and by the ability to inspire confidence amidst overwhelming information and constant and rapid change.

Leadership is therefore being redefined: it is no longer a slow ascent, but a dynamic function, the ability to solve complex problems and guide large organizations or nations through technological and social uncertainty.

Nevertheless, there are enduring characteristics of an authentic leader, such as the ability to influence, motivate, and guide a group of people toward achieving a common goal. This includes the skill to focus not only on objectives but also on the development and well-being of those who follow, fostering positive and collaborative work environments and encouraging the participation and commitment of every team member.

But honesty and integrity are also very important, as is authority—that is, consistency between what one lives and what one proclaims, between what one commands and what one practices, between deeds and words, between what one says and what one does. Only authority, only the consistency of a leader, makes them trustworthy and worthy of being followed and obeyed.

A leader possesses clear and assertive communication skills, coupled with the ability to listen. A leader is an empathetic human being capable of delegating, with vision, determination, and inspiration for the future, without losing the capacity to assume responsibility and demonstrate resilience in the face of difficulties.

But this role, this arduous task of exercising leadership, can easily lead to burnout syndrome, both in the leader and, through their influence, in the entire organizational team. Because irresponsible, negative, and ineffective leadership can easily lead to critical personal and organizational exhaustion, and to physical and mental illness, in addition to the high costs and losses in production and in financial and corporate aspects that this entails.

And although providing accurate and up-to-date statistics on the impact of burnout on leadership is complex, since the data varies according to the methodology, region and focus of the study, here are some examples, taken from sources that report studies done on the subject in the United States and other parts of the world.

• 40% of stressed leaders are considering resigning from their roles to prioritize their well-being.
• More than 50% of business leaders are seeking new jobs due to stress and
• More than half of managers and leaders report feeling “burned out”.
• More than two-thirds of HR leaders who experience emotional burnout blame overwork as the main reason.
• Nearly 8 out of 10 employees (almost 80%) experience burnout at work at least occasionally. (Gallup)
• 48% of workers in the US are actively seeking other employment options due to job stress.
• Employees with burnout are 2.6 times more likely to look for another job.
• Mental health problems cost the global economy approximately $1 trillion in lost productivity annually (WHO).

So,  how can we lead sustainably without burning out?  How can we lead consciously, prioritizing the overall well-being of both the leader and the team? How can we lead while safeguarding our health and emotional stability, maintaining a productive and healthy work environment? Below, I propose some key strategies that can prevent or alleviate the effects of burnout in leadership.

The first step is recognizing your own signs of stress and fatigue. It’s crucial to establish clear boundaries between work and personal life, disconnect from work outside of working hours, and dedicate time to activities that recharge your energy. This includes physical exercise, hobbies, and quality time with family and friends.

An effective leader trusts their team, delegates responsibilities, and empowers their team members, which reduces the leader’s workload and fosters the team’s professional growth.

A true leader also develops adaptability and resilience in the face of adversity. This is achieved through training in emotional intelligence, stress management, and seeking professional support when needed. A leader who takes care of themselves is better equipped to take care of their team.

Uncertainty is a major cause of stress. A leader must clearly communicate goals, expectations, and deadlines. This prevents confusion and feelings of being overwhelmed.

Promoting digital disconnection and respecting employees’ rest periods are practices that a leader should uphold and encourage. Recognizing team efforts and achievements, offering constructive feedback, and creating a safe space where members can express themselves without fear are actions that boost morale and reduce stress.

Avoiding “micromanagement” (overseeing every little detail) demonstrates confidence in the team’s abilities and allows them to work more efficiently and with a greater sense of purpose.

To exercise leadership without falling into  burnout  in today’s society, it is crucial that leaders adopt a sustainable leadership approach that prioritizes mental and physical well-being, both their own and that of the team.

We urgently need to shift from a model of “sacrifice” to one of “self-care” and “smart management.” Self-care is not a luxury; it’s an essential leadership skill. This includes knowing how to say “no” to non-priority tasks and disconnecting from work outside of working hours. It also includes getting enough sleep, eating well, exercising, and dedicating time to hobbies or activities unrelated to work.

The leader must view their role from a long-term perspective, not just from an immediate results standpoint.

All of which requires, when necessary, seeking advice and support from mentors, colleagues, or even mental health professionals.

In  conclusion,  we need authentic leaders, and the current proposal for new protagonists and leadership styles demands a new personal and institutional vision, one that considers rest a human right. This will enable and foster the emergence of a humanistic and humanizing culture in which rest is valued as much as work.

Thank you so much!

Sources:

• Global study of DDI (mentioned in Fairplaytalks).
• Data collected and cited by ClickUp (in its report on burnout statistics).
• World Health Organization (WHO) estimate.
• Gallup studies (cited in multiple reports such as LA REPÚBLICA and TeamOut).
• Data compiled by Growthalista (in their burnout statistics report).
• McKinsey & Company global survey.
• Gallup “State of the Global Workplace” report.
• C. Tanner (2020 Global Culture Report).