Even machines have limits, so what about leaders?

In this deep dive with subject matter experts, we explore practical strategies for supporting mental wellness at the C-suite level.

You can’t have it all. Not limitless time, boundless energy, meteoric success, and perfect balance simultaneously. In today’s high-pressure environment, trade-offs are inevitable. And yet, many C-suite leaders struggle to accept this reality.

Leaders feel obligated to do everything, even things beyond their control,” says Ronina Stevens, PhD, a director and clinical psychologist at The Other Clinic. With towering responsibilities and high-stakes decisions, many chase perfection, disregarding the costs. The result? Burnout, mental fatigue, and at times, even suicidal ideation, adds Jonathan Marshall, PhD, a psychologist and executive coach with Marshall Consulting.

According to Stevens, this relentless drive often begins in childhood. “From a young age, many leaders are taught to achieve: ace the exam, climb the ladder, never fall behind,” she notes. Over time, this morphs into emotional suppression. In adulthood, particularly in senior roles, the pressure to appear composed and unshakeable becomes a performance in itself.

The dissonance is striking. “Success doesn’t bring the fulfilment they hoped for,” says Stevens. “It just reveals how disconnected they are from themselves. They’re still the same striving child at heart.”

The modern work landscape exacerbates this. “Long hours, constant demands, and job insecurity amplify the issue,” she continues. Leaders begin to question who they are beyond their job titles. The problem? Striving doesn’t always lead to thriving.

Burnout and decision fatigue may dominate conversations behind closed doors, but the psychological undercurrents run deeper. Anxiety, perfectionism, and imposter syndrome slowly erode mental well-being. Many begin to conflate identity with output: success equates self-worth, and productivity, value. Rest feels like weakness; vulnerability, a liability.

Marshall adds that ego gratification compounds the issue. “At the top, people admire you and you feel pressured to meet their expectations,” he says. “But this overextension sacrifices what matters for the illusion of accomplishment.” Often, the root is a deep-seated insecurity. He notes: “The need to give more than expected originates from not feeling enough.”

More often than not, emotional strain isn’t immediately labelled as a mental illness. It shows up in subtler ways: acute fatigue, gut issues, sleep disturbances, mood swings, and a growing reliance on escapist behaviours such as alcohol or risky indulgences.

“They might not say ‘I’m depressed’,” Stevens explains, “but they’ll tell you they don’t feel joy anymore.” Other cues include being defensive when questioned about their sanity. “A participant once pointed out that her results from my screener made her look like the worst person in class,” Marshall shares. “When they refuse to face the truth, it’s a good indicator they need help.”

Thrive, not just survive

To thrive at the top, executives need more than intelligence, they need an internal recalibration. Clarity, as it turns out, often comes from subtraction. Instead of asking, “What more can I take on?” high-performing leaders should ask, “What can I release?”

At The Other Clinic, Stevens starts with practical reflection. “What drains you? What energises you? Are you just working or are you living?” Executives are encouraged to audit their workdays for tasks to delegate, turn off notifications, schedule ‘worry time’, reconnect with loved ones, and incorporate restorative practices like mindful breathing. “We help them replug,” says Stevens. “It’s about shaping a day that serves them, not the other way around.”

Sharing her set of practices, Mollie Rogers Jean De Dieu, general manager of Longchamp Singapore and Malaysia, says that rest is vital. “Sleep is sacred; nine hours, or I feel it. Fitness and meditation are essential for my creativity and emotional regulation,” says Rogers, who is also the author of Emotional Inclusion, a book that seeks to challenge the stigma of emotional wellness and mental health in the corporate sphere.

Rogers adds: “Emotions shouldn’t be seen as a weakness. That needs to change. We need workplaces that prioritise human-centric cultures.” Going further, Steven recommends that C-suites normalise prescribed ‘worry time’. Whether through executive coaching, peer circles, or solo reflection, acknowledging stress and recalibrating is crucial. “You can’t operate at your best if you’re always in defence mode,” she adds.

Support systems also matter. High-level leaders are often surrounded by sycophants. What they need, however, are truth-tellers. Constructive feedback and open communication strengthen leadership, says Rogers.

“You need people who’ll tell you when something’s off,” says Marshall. He likens it to the jester who was the only person in royal courts who was permitted to criticise royalty publicly without the threat of punishment. “It’s about having someone who can keep you in check, not out of disrespect, but out of care. That honesty is vital.”

Redefining the role of the CEO

The best-performing CEOs do not simply multitask with greater speed and efficiency, they switch mental gears with intentionality. Leaders who can alternate between macro vision and micro problem-solving without emotional turbulence are the ones who are best equipped to navigate today’s complexity. It demands self-awareness, emotional regulation, and the courage to know that their value isn’t measured by how much they do, but by how wisely they choose.

“Leadership is lonely,” Stevens says. But that isolation can trigger a ripple effect. A mentally unwell CEO doesn’t suffer alone. Entire teams absorb the fallout. Dysfunction trickles down: people suppress emotions, walk on eggshells, and burn out trying to keep pace. “If you don’t have a CEO who can model empathy and vulnerability, you create a stigma,” she warns. “Mental wellness must come from the top.”

“Separating our personal selves from our work selves is a false dichotomy,” says Rogers. “Emotional engagement drives performance. When people feel safe expressing themselves, they’re more motivated and committed. Ignoring emotions leads to disengagement and burnout.” She cites a 2024 Gallup report: “62 per cent of employees are disengaged—psychologically unattached. That’s a massive loss of potential.”

Mental fitness isn’t merely about achieving peak performance, it’s a leadership responsibility. When CEOs lead with emotional honesty and clarity, they empower their teams to do the same. “We need CEOs to share their struggles, to say, ‘I’ve been there’,” says Stevens. “That’s how we break the stigma.” The call for today’s leaders is clear: model mental strength or risk watching the cracks spread in their teams.

This story first appeared in the June 2025 issue. Purchase it as a print or digital copy, or consider subscribing to us here