What to Do When Your Senior Role Feels Totally UnsustainableSKIP TO CONTENTHarvard Business Review LogoHarvard Business Review LogoBurnout|What to Do When Your Senior Role Feels Totally UnsustainableSubscribeSign InLatestMagazineTopicsPodcastsStoreReading ListsData & VisualsCase SelectionsHBR ExecutiveSearch hbr.orgSubscribeLatestPodcastsThe MagazineStoreWebinarsNewslettersAll TopicsReading ListsData & VisualsCase SelectionsHBR ExecutiveMy LibraryAccount SettingsSign InExplore HBRLatestThe MagazinePodcastsStoreWebinarsNewslettersPopular TopicsManaging YourselfLeadershipStrategyManaging TeamsGenderInnovationWork-life BalanceAll TopicsFor SubscribersReading ListsData & VisualsCase SelectionsHBR ExecutiveSubscribeMy AccountMy LibraryTopic FeedsOrdersAccount SettingsEmail PreferencesSign InHarvard Business Review LogoBurnoutWhat to Do When Your Senior Role Feels Totally Unsustainable by Darcy Eikenberg and Tony MartignettiJanuary 21, 2026Illustration by Iryna KorshakPostPostShareSaveBuy CopiesPrintSummary.   Leer en españolLer em portuguêsPostPostShareSaveBuy CopiesPrintLeslie*, an ambitious biotech CTO, stepped into her role brimming with excitement. She was ready to modernize core systems and supercharge her company’s research capabilities. But 18 months later, after nonstop firefighting and pressure to deliver transformation faster than the organization could absorb it, she confided to her coach (Darcy) that instead of feeling triumphant, she was considering giving up on the work and retiring early.Darcy Eikenberg , PCC, works with executive leaders and their teams to help them lead without losing themselves. A former partner in global HR consulting firm Hewitt Associates (now part of Aon), her clients include Mondelēz International, PwC, Workday, Capital One, Grainger, and more. She’s the author of Red Cape Rescue: Save Your Career Without Leaving Your Job, and writes regularly at RedCapeRevolution.com.Tony Martignetti is the chief inspiration officer at Inspired Purpose Partners, where he advises leaders to stay grounded in chaotic times. He is the best-selling author of Climbing the Right Mountain: Navigating the Journey to An Inspired Life and Campfire Lessons for Leaders: How Uncovering Our Past Can Propel Us Forward.PostPostShareSaveBuy CopiesPrintRead more on Burnout or related topics Wellness, Stress management, Health and wellness, Managing yourself, Careers and Career planningPartner CenterStart my subscription!Explore HBRThe LatestAll TopicsMagazine ArchiveReading ListsCase SelectionsHBR ExecutivePodcastsWebinarsData & VisualsMy LibraryNewslettersHBR PressHBR StoreArticle ReprintsBooksCasesCollectionsMagazine IssuesHBR Guide SeriesHBR 20-Minute ManagersHBR Emotional Intelligence SeriesHBR Must ReadsToolsAbout HBRContact UsAdvertise with UsInformation for Booksellers/RetailersMastheadGlobal EditionsMedia InquiriesGuidelines for AuthorsHBR Analytic ServicesCopyright PermissionsAccessibilityDigital AccessibilityManage My AccountMy LibraryTopic FeedsOrdersAccount SettingsEmail PreferencesHelp CenterContact Customer ServiceExplore HBRThe LatestAll TopicsMagazine ArchiveReading ListsCase SelectionsHBR ExecutivePodcastsWebinarsData & VisualsMy LibraryNewslettersHBR PressHBR StoreArticle ReprintsBooksCasesCollectionsMagazine IssuesHBR Guide SeriesHBR 20-Minute ManagersHBR Emotional Intelligence SeriesHBR Must ReadsToolsAbout HBRContact UsAdvertise with UsInformation for Booksellers/RetailersMastheadGlobal EditionsMedia InquiriesGuidelines for AuthorsHBR Analytic ServicesCopyright PermissionsAccessibilityDigital AccessibilityManage My AccountMy LibraryTopic FeedsOrdersAccount SettingsEmail PreferencesHelp CenterContact Customer ServiceFollow HBRFacebookX Corp.LinkedInInstagramYour NewsreaderHarvard Business Review LogoAbout UsCareersPrivacy PolicyCookie PolicyCopyright InformationTrademark PolicyTerms of UseHarvard Business Publishing:Higher EducationCorporate LearningHarvard Business ReviewHarvard Business SchoolCopyright ©2026 Harvard Business School Publishing. All rights reserved. Harvard Business Publishing is an affiliate of Harvard Business School.

Leslie’s experience reflects a surprisingly common phenomenon among senior leaders – the feeling of being utterly unsustainable in their roles. The relentless pressure to deliver rapid transformation, coupled with a perceived need to operate at an unsustainable pace, creates a perfect storm for burnout. This isn't simply about working long hours; it’s about a fundamental misalignment between the expectations placed upon the leader and their capacity to effectively manage and execute. The key takeaway is that leaders, particularly those stepping into senior positions, often arrive with an idealized view of the role, overlooking the deeply ingrained operational realities and the inherent challenges of systemic change.

The situation, as Darcy Eikenberg explains, is often driven by a desire to prove oneself, to demonstrate value, and to rapidly impact the organization. This ambition, while laudable, can quickly spiral into an overwhelming sense of responsibility and a belief that one must personally manage every detail. The constant “firefighting” – addressing immediate crises and urgent demands – absorbs significant time and energy, leaving little room for strategic thinking, team development, or self-care. The pressure to deliver ‘faster’ further exacerbates this problem, creating a vicious cycle where leaders feel compelled to work harder, rather than smarter. This can lead to a sense of being perpetually behind, fueling anxiety and diminishing the ability to effectively prioritize and focus on long-term goals.

Tony Martignetti emphasizes the importance of grounding oneself during chaotic times, suggesting that uncovering past experiences can offer valuable insights to propel forward. This likely represents a strategic approach to mitigating the feelings of overwhelm. It’s crucial to examine the underlying assumptions driving the situation, questioning whether the expectations being imposed are realistic or if there's a disconnect between the desired outcome and the organization’s ability to support it.

The article implicitly recognizes that a leader's role isn’t simply about driving change; it’s about establishing a sustainable operating model. This involves not just implementing new systems and processes, but also fostering a culture of realistic expectations, open communication, and supportive collaboration. It suggests the need for a deeper evaluation of the organization's resources, capabilities, and willingness to invest in the necessary support—whether that's additional staff, training, or adjustments to the overall strategy. It highlights the importance of recognizing that transformation is a marathon, not a sprint, and that attempts to force a rapid shift risk creating significant resistance and ultimately, failure.

Furthermore, the narrative suggests that a leader's ability to protect their own wellbeing is intrinsically linked to their ability to lead effectively. Ignoring personal needs and boundaries—a common trap for ambitious executives—will inevitably lead to diminishing returns and an inability to perform at their best. Ultimately, the article doesn't present a simple solution, but rather points towards the crucial need for self-awareness, realistic expectation management, and a commitment to creating a sustainable operating environment. It calls for a shift in mindset, acknowledging that true leadership is less about exerting control and more about facilitating a collaborative and supportive system capable of achieving long-term success.