
Six things no one tells you about becoming a leader
Becoming a leader for the first time can be isolating. Here’s what the management playbooks don’t tell you, and some advice on dealing with the new dynamic....

by Alyson Meister, Nele Dael Published March 7, 2024 in Brain Circuits • 3 min read
First, notice how you think, feel, and behave when separated from your phone. Be honest with yourself. You might ask colleagues, friends, and family if they’ve noticed worrisome behavior patterns. If so, make a commitment to change.
Establish clear boundaries. Consider making meals and family gatherings phone-free or introducing a pre-bedtime hour away from your screen. Reduce notifications and put your phone away from your desk, dinner table, or bedside. Enforcing boundaries helps create a healthier balance between the benefits brought by your phone and other meaningful aspects of life. Like any habit, breaking it takes time and repetition.
Instead of avoiding difficult feelings, engage in alternative emotion and stress-regulation strategies. Resources to help you mentally detach from the demands of work and recover might include physical exercise, meditation, hobbies, building human relationships, and spending time in nature.

If you have outlined what works for you based on the previous three tips but find it hard to put your plan into action, it’s time to recruit help from others. Friends, family members, or health professionals can give you practical and emotional support to commit to your plan. Identify who in your network could be a helpful ally. If you feel shy or even ashamed to admit that you are struggling, please know that you are far from alone. Close peers are likely to respond positively to your request because showing vulnerability, although it takes courage, will foster bonding and forge connections. You might propose building a joint action plan and providing each other with mutual support. Apart from leveraging your existing social network, know that professional help is available, too. This can include cognitive behavioral therapy with a mental health professional who specializes in addiction or digital dependency. Workshops or support groups focused on managing digital consumption can also provide valuable tools and peer support.
How common is phone addiction? Too common, according to our recent study of 160 employees. We found:
Phones’ negative impacts – including feelings of stress – come less from the actual time spent on them and more from our experience of dependency and compulsion and the negative emotions that are wound up with them.
By recognizing a possible phone addiction, we can begin to redraw the boundaries and be more intentional about when we engage. This is not merely about cutting down screen time – it’s about reclaiming the human experience, rediscovering the joy of undistracted moments, and forging deeper, more meaningful connections in our personal and professional lives.

Hilti Professor of Leadership and Dean of Degree Programs
Alyson Meister is Hilti Professor of Leadership and Dean of Degree Programs at IMD. Specializing in the development of globally oriented, adaptive, and inclusive organizations, she has worked with executives, teams, and organizations from professional services to industrial goods and technology. She also serves as co-chair of One Mind at Work’s Scientific Advisory Committee, with a focus on advancing mental health in the workplace. Follow her on Twitter: @alymeister.

Nele Dael is a Senior Behavioral Scientist at IMD Business School, where she co-leads the Workplace Well-being Initiative. An emotion psychologist by training, Dael’s research examines the psychological foundations for sustainable performance – spanning employee mental health, leadership, personal resilience, stress and recovery, and emotion regulation – shaping how people work and lead.
At IMD, Dael translates scientific evidence into actionable frameworks for executives and organizations navigating the demands of today’s workplace. Her work contributes to IMD’s broader mission of empowering leaders to cultivate healthy organizational cultures, reduce burnout, and sustain employee engagement over time. She has authored academic and practitioner publications, including Harvard Business Review, Frontiers Organizational Psychology, Emotion, and Journal of Personality Research.
Before joining IMD and in addition to doing research, she helped spin-off start-ups from EPFL and IDEAP to test and develop an interactive digital technology and machine learning algorithms based on human perception and behavior with the aim to support evidence-based, functional business applications.

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