Stress and failure symptoms among leaders: compassion and secure base leadership

Pieter Omtzigt leads a political party that has grown rapidly and thus has gone through an extraordinarily intense period personally and also as a leader. It is easy to judge from a distance. But the responsibility, expectations and personal interaction in the political arena will certainly have had an impact. Regardless of one’s political affiliation, it is to be hoped for Pieter Omtzigt that he makes a lasting recovery as a person.

Leadership often involves heavy responsibilities and constant pressure. Leaders are expected to provide direction, make decisions and inspire teams while under considerable mental and emotional strain. These pressures can lead to stress, resulting in possible attrition. Organizations and teams are therefore tasked with recognizing signs of overload and responding appropriately. Leaders need a safe base in which to find support and challenge.

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Dare to be vulnerable

Also, leaders often carry a substantial burden on their shoulders. Both internally and externally. Complexity and high expectations lead to stress. This is often invisible. Until the consequences are noticeable in their functioning and it reveals itself in more or less subtle signals: reduced concentration, emotional outbursts or a decline in productivity and motivation. The problem is compounded by the fact that leaders often find it difficult to be vulnerable.

When does a team intervene?

And how can this be done in a respectful and effective way? The concept of secure base leadership – developed by George Kohlrieser – offers an approach where leaders experience both support and challenge. A secure base leader creates an environment where people feel safe to take risks and grow, but where there is also room for vulnerability. This approach applies not only to the team, but also to the leader himself. A secure base provides a leader with the space to set boundaries, seek support and discuss difficult situations without fear of losing face. When a team provides this secure base, it helps to identify stress earlier and take timely action.

Loyalty and responsibility

One of the biggest dilemmas is the tension between personal loyalty and professional responsibility. When a leader comes under pressure, colleagues often feel a strong loyalty to the person, which prevents them from questioning the leader’s performance. This can lead to a situation where the leader continues to struggle for too long without getting adequate help.

Make it negotiable

The example of Pieter Omtzigt illustrates how difficult it can be to strike a balance between protecting a leader and ensuring continuity. His supporters clearly signaled that he needed help, but naming such problems can be complex. This requires a culture in which it is negotiable to be vulnerable. And in which not just performance, but the well-being of the leader is the focus.

Recognizing stress signals is essential, but taking action is often more difficult. Who has the responsibility to intervene when a leader shows signs of overload? Is it the job of colleagues, HR, or an outside coach? In reality, this responsibility should be borne by the entire organization.

Not only prevent escalation, but also ensure connection

In a culture of secure base leadership, it is normal to communicate openly about concerns and support each other. This means that employees should feel the freedom to have a conversation with their leader with compassion and respect. And that leaders should feel safe to ask for help without undermining their authority. This not only helps prevent escalation, but also strengthens interconnectedness and effectiveness.

Acknowledge vulnerability and put the well-being of the leader first

Compassion plays a central role in dealing with stress and failure symptoms in leaders. It is important to recognize the human side and vulnerability of leadership. Stress and attrition among leaders are real challenges that can weaken organizations if timely action is not taken. Secure base leadership offers a valuable approach in which leaders feel supported and challenged, and in which the team shares responsibility for the well-being of the leader.

How do you deal with this theme? Do you recognize signals in yourself or others and do you engage in dialogue about them? Are you yourself a secure base and do you encourage that? Let us know and get in touch.