Burnout is not a business strategy

Knowing when to hand over the reins is the hardest decision a business leader will ever make 

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The moment my boot filled with freezing toilet water, I knew I had to change my life. What I didn’t know then was that the same principle—knowing when to step back and make hard changes—would become essential advice I now give business leaders every day.

It was -35C and I was demolishing a gas station for my employer. As I went to remove a toilet from the bathroom, water came gushing out of the tank and filled my boot. For the rest of the day, I had frozen toes and a frosty foot.

That night, I decided I was done working in the elements year-round. I signed up for a marketing class at the local college, and the rest, as they say, is history.

Sometimes, recognizing the need for change isn’t just a career decision—it’s a matter of survival. And what’s true in a personal story is just as true in business.

In today’s fast-paced economy, where technology evolves quickly, markets shift overnight and workplace expectations are higher than ever, leaders face constant pressure to keep up, often at the expense of their health and long-term vision.

Chronic stress can wear down even the most capable entrepreneurs. It clouds judgment, weakens the immune system and leads to indecision. Many leaders stop thinking strategically and spend their time putting out fires. They work longer hours but achieve less, unable to step back and see the bigger picture.

I meet people in this position all the time. They face cash flow problems, high staff turnover and fierce competition. They’re one tough quarter away from a crisis, and they know it. Yet instead of stepping back to re-evaluate, they double down, hoping persistence will carry them through.

Perseverance is valuable—but not when it blinds us to the fact that we may be the ones holding our organizations back. Sometimes the bravest move isn’t pressing on, but stepping aside or redefining our role.

That often means recognizing when it’s time to hand over leadership to someone with fresh energy, sharper skills or a better fit for the challenges ahead. Many leaders struggle with this idea. They believe the business can’t function without them. Or they fear what their own future looks like once they step away.

As a result, they delay. They stick with familiar routines, even when they no longer serve the organization. But that kind of inertia leads to stagnation. Teams lose momentum. Growth stalls. And leaders burn out.

To meet changing demands, organizations must be willing to adapt. That requires more than just strategy: it takes honest reflection and the cultivation of new leadership.

Unfortunately, too many companies treat leadership succession as an afterthought. They assume the next generation—whether children, junior managers or outside hires—will simply step in when the time comes.

But leadership transitions don’t work that way. Without deliberate planning and investment in future talent, the results are often disappointing or even disastrous.

This challenge is growing more urgent. Many baby boomer founders are nearing retirement, while younger generations bring different expectations to the workplace. The leadership gap is widening, and waiting too long to prepare for it puts everything at risk.

If you want to reduce your daily involvement, think more strategically or eventually spend time away from the business, you need a plan—one that actively develops those who will carry your vision forward.

So ask yourself: What am I doing to build the next generation of leadership in my organization?

If the answer is nothing, you’re not just standing still. You’re falling behind.

And just like that icy boot, ignoring it too long leaves you stuck, cold—and far too late to change.

But if we act now—honestly, intentionally and with a long view—we can build organizations that thrive beyond us.

David Fuller is a Commercial and Business Realtor with a strong reputation as an award-winning business coach and author. He has extensive experience helping businesses grow and succeed, providing guidance on various aspects of business management, strategy, and development. His work as a business coach and author has earned him recognition in the industry, making him a respected figure in both real estate and business coaching.