How to avoid burnout for directors

How to avoid burnout for directors: a comprehensive guide for navigating the boardroom issue that doesn’t get enough attention. You’ve probably already read, heard, and learned through governance education that being a director is much more strenuous now than it was a few decades ago. It’s inevitable, really. Directors of the past often did little more than rubber stamp executive decisions. Nowadays, they are expected to actively advise, warn, challenge, and ask difficult questions whenever the time comes. In addition, there are more rules, stakeholder expectations, and penalties for getting it wrong. In this situation, burnout is natural. Here’s a guide to explain what it looks like and how to avoid it. What does burnout look like in corporate governance? Burnout in corporate governance can manifest as some of the universal traits: Emotional exhaustion Reduced performance Cynical outlook Fatigue Stress You might also experience signs directly related to your work in corporate governance: A sense of detachment from the company's mission Struggling to engage with or remember core issues in your board back Struggling to find time to attend board meetings Becoming irritated by the routine governance and boardroom processes Feeling out of your depth around investors or other stakeholders People questioning your capacity to do the job Feeling inadequacy, fear or frustration when making key boardroom decisions. Is this a widespread problem? It’s a tricky question: on the one hand, we have little concrete, global, board-focused data to show that the answer is yes; on the other hand, it’s evident that the answer is yes regardless. We’re seeing too many new responsibilities and hearing too much anecdotal evidence to believe otherwise. One expert told Forunte.com in 2023 that burnout was all he was hearing regarding board issues and that, in the long term, it was a “recipe for disaster”. Meanwhile, new rules are being introduced in all major jurisdictions regarding compliance for ESG, AML, reporting, AI, and HR, all of which boards must oversee. There’s also the added factor of many directors sitting on multiple boards. They do this for various reasons: to share their expertise, to build their CVs, to earn more, and to network. However, overboarding is a problem and can easily contribute to burnout. Why is it crucial to avoid burnout? The ever-increasing responsibilities of directors are a major factor fuelling burnout, but they’re also the reason we can’t let it take hold. Modern directors have the essential role of protecting not just shareholder interests but also other stakeholders, including employees, communities, and consumers. If burnout is allowed to hamper their work, all of these groups are at risk. Here are the main tips for how to avoid burnout Set clear boundaries You should know where work ends and personal time begins. Set a boundary, after which you are not available for work and are free to disconnect. Delegate and empower This is important for anyone in leadership but especially important for directors. You should always feel comfortable delegating tasks to committee members or management and empowering them to make decisions within their scope of responsibility. Knowing how to do this is part of the role. Prioritise self-care You might rarely hear this as part of boardroom training, but it’s vital in this high-stakes environment. Regular exercise, adequate sleep, and healthy eating habits are foundational to managing stress and avoiding burnout. Mindfulness practices, meditation, and hobbies outside of work can also provide necessary mental and emotional breaks. Seek support, mentorship and networking If burnout occurs because you simply don’t have the proper guidance to feel on top of your work, this remedy is for you. Having a network of peers or a mentor to share experiences and challenges with can provide critical support and guidance. Consider joining director networks or forums to exchange strategies for managing stress and workload. Continuous learning Governance evolves just like any other high-stakes career path, and you need to stay fresh in your knowledge to ensure it doesn’t get on top of you. Avoiding continuous learning might not have negative repercussions in the short term, but you could feel out of your depth all the time in the long term. Be careful, though: if you actively pursue continuous learning, ensure you do so in a balanced way that respects your other life commitments. Otherwise, you risk burnout differently. Don’t overboard! Overboarding occurs when a director sits on too many boards at once, and it’s a serious problem worldwide. There is no benefit in going beyond your limits in this area, and if you find you have one too many positions to keep up with your work, get rid of enough to ensure you stay afloat. Communicate It might sound obvious, but the last piece of advice is to ensure your colleague—particularly your chair—knows your responsibilities and how you’re managing them. There’s nothing worse than when something goes wrong at the board level, and it transpires that the head of the key committee has been struggling with their workload for months without telling anyone. Ensure this does not happen to you. How to avoid burnout: the summary Avoiding burnout as a director is crucial for personal well-being and the effective governance of the organisation. By recognising the signs of burnout, implementing strategies to manage stress, and fostering a supportive culture, directors can maintain their passion and high standards inside and outside the boardroom.

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Rapidly acquire the skills and knowledge you need to lead.

Diploma in Corporate Governance

Certified Corporate Governance Professional

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Certified ESG Professional

ESG Strategy and Governance

Company Secretary

Overview of Corporate Governance

AI Governance

CSRD Reporting

Go Further With Membership

Join the largest global educator of university credit-rated and qualified directors in corporate governance.

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Attend online and in-person events to get the practical skills and insights you need to make an impact as a leader.

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