Tough at the top: Why CEOs are moving beyond invincibility

Vulnerability is no longer taboo

How can CEOs respond to burnout? For decades, the message was clear: never show weakness. You might unnerve investors, unsettle staff, and undermine your own authority.

When it comes to external stakeholders, evidence is emerging that challenges these fears. Studies suggest that stakeholders respond more positively when leaders accept responsibility when their organizations perform poorly rather than trying to deflect blame. Analysts assigned higher valuations to companies whose CEOs acknowledged disappointing performance than they did to firms where CEOs blamed external factors. Authenticity, it turns out, can build confidence rather than erode it.

Using the same principle, speaking candidly about strain and expressing vulnerability can build trust with external stakeholders. Measured disclosure can humanize leadership without weakening credibility. The key is balance: this is not about oversharing or turning personal struggle into brand identity. It’s about recognizing that silence can now carry its own costs.

When it comes to internal stakeholders, the dynamic is different, but arguably more powerful. Research into mental health at work shows that a healthy and sustainable work culture is more helpful for employees’ well-being than therapy or self-care resources. When CEOs acknowledge limitations or speak openly about the pressure they are under, they build psychological safety across the organization. Disclosure once carried reputational risk; today, non-disclosure can undermine trust.

More than any other executive, CEOs are isolated: they have few peers and are incentivized to project an image of composure. Openness can ease that burden and support their physical, cognitive, and emotional recovery. In high-pressure roles, this is essential for decision-making.