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Successful but Unfulfilled? 5 Hidden Forces Keeping High Achievers Stuck, and How to Break Free
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Successful but Unfulfilled? 5 Hidden Forces Keeping High Achievers Stuck, and How to Break Free
Last updated: October 27, 2026
Trusted by leaders at Stanford University, Ernst & Young, Autodesk, MGM Grand Resorts, and Farmers Insurance
Executive Summary
If you feel successful but unfulfilled, you are not alone: 60% of senior women report frequent burnout (Women in the Workplace, 2025). Former McKinsey partner Ashish Kothari reveals five hidden forces that keep high achievers stuck and shares three practical steps to find more meaning in your success.
Quick Takeaways
- Feeling successful but unfulfilled is a signal, not a personal failure or weakness.
- Five hidden forces hold you in place: identity, worthiness, routines, relationships, and expertise.
- Your body often registers misalignment before your mind can explain it.
- A one-week “field diary” reveals what energizes and drains you, hour by hour.
- Ten to twenty people can show you strengths you cannot see yourself.
In This Article
- The Hidden Cost of Success
- “Perfection Is the Price”: How the Climb Begins
- The 5 Hidden Forces That Keep You Successful but Unfulfilled
- It Wasn’t Courage. It Was a Calling.
- 3 Steps to Find Your Authentic Path
- Your 7-Day Action Plan
- Common Mistakes to Avoid
- Unfulfilled vs. Fulfilled Success
- What’s New in 2026
- People Also Ask
The Hidden Cost of Success: Why High Achievers Feel Successful but Unfulfilled
As an executive leadership coach with more than 30 years of experience (MA, MFT, PCC) and host of the Women’s Leadership Success Podcast, ranked in the top 1.5% of podcasts worldwide with 57,000+ monthly downloads, I hear one quiet confession more than almost any other: “I have everything I worked for. So why do I feel successful but unfulfilled?”
This is not a private problem. In the most recent Women in the Workplace report (McKinsey & LeanIn.Org, 2025), about 60% of senior-level women said they frequently felt burned out, compared with 50% of senior men. That is the highest level in five years, and many are recalculating whether the climb is worth it.
My own story started in a very different place. I grew up poor, with food insecurity, and nobody expected much of me. I still ended up with anxiety after I “made it.” That taught me something I now share with every client: achievement cannot fill an emptiness that only meaning can fill. When you understand that, you stop chasing the next title to fix how you feel, and you start building a career that actually feeds you.
That is why I invited Ashish Kothari to the show. Ashish spent 17 years at McKinsey & Company, made partner in six years, and walked away from a seven-figure role to found Happiness Squad. He is the author of Hardwired for Happiness: 9 Proven Practices to Overcome Stress and Live Your Best Life and host of the Flourishing Edge podcast. In Part 1 of our conversation, he explains why so many high achievers feel successful but unfulfilled, and exactly how to change it.
When I asked Ashish what listeners could expect if they applied his advice, he did not hesitate:
“I think they can go from being miserably successful to joyfully significant.” — Ashish Kothari
“Perfection Is the Price”: How the Climb Begins
Ashish’s drive started with a story he told himself at age seven. He came home with 97 out of 100 on a math test. His mother, a PhD gold medalist in calculus, praised him and then pointed out the three questions she knew he could have answered. Next time, she said, check your work so you can get to 100.
Her love never depended on his grades. But the seven-year-old inside him concluded something else.
“The story was: perfection is the price I had to pay to be loved.” — Ashish Kothari
That story fueled him through IBM and a McKinsey partnership. Then, at 42, he began waking up anxious, though his health, marriage, and finances were fine. “My body knew it before my head knew it,” he told me. The work mattered to clients, but not to what he personally cared about.
He wasn’t burned out in the classic sense. He rarely worked weekends and took real vacations. That’s the part high achievers miss: you can have a balanced calendar and still feel successful but unfulfilled, because balanced hours are not aligned purpose.
Coach’s Note
Many clients name their own “seven-year-old story” early, such as “I have to be the one who never drops the ball.” Naming it lets you choose whether it still serves you. If anxiety persists, please also talk with a licensed health professional.
The 5 Hidden Forces That Keep You Successful but Unfulfilled
Ashish is building a nine-month fellowship called Escape Velocity for leaders in their 40s and 50s who have reached the top and cannot break away. The name comes from his framework: five forces, or “gravities,” that hold high achievers in place long after the work stops feeding them.
1. The Gravity of Identity
“If I’m not a partner, if I’m not a CFO, who am I?” When your title becomes your identity, you cannot imagine anything else. Ashish’s reminder is simple: you were not born a CFO, marketer, or banker. You chose that path in your early 20s. Just because it defined who you are today does not have to define who you become.
2. The Gravity of Worthiness
Our culture ties worth to output. Step back, and you worry what others, and you, will think. It’s especially strong for women taught to over-deliver to be taken seriously.
3. The Gravity of Routines
The house, the school tuition, the club, the vacations. Everything you built to set you free can quietly become a prison. You get through each week instead of enjoying it.
4. The Gravity of Relationships
We have real commitments to family, colleagues, and clients. Yet, as Bronnie Ware found in her work with the dying, the top regret is not living a life true to oneself.
5. The Gravity of Expertise
“I’ve spent 20 years mastering this.” Expertise feels too valuable to leave, even when you no longer enjoy it. Yet you spend most of your waking hours at work. As Ashish asks, why would you not want to flourish there?
Most people only escape these gravities after a disruption: a layoff, a divorce, an illness, a loss. Ashish’s invitation is to stop waiting for a crisis to give you permission. If you feel successful but unfulfilled right now, that feeling is your early warning system.
Successful but unfulfilled? You don’t have to map your next chapter alone.
I coach executives and leadership teams to turn hard-won success into work that feels meaningful again, and gets noticed at the highest levels.
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- Name what’s holding you in place and loosen its grip
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It Wasn’t Courage. It Was a Calling.
When Ashish left McKinsey, he was working about 36 hours a week, traveling one night a week, and earning seven figures. People called him courageous. He corrects them.
“It wasn’t courage that set me free. It was my calling.” — Ashish Kothari
His calling, helping people flourish at work, had more pull than all five gravities combined. As Viktor Frankl taught, life asks us what it means. You find the answer by creating space to listen.
The Retreat That Changed Everything
For Ashish, the space came in 2016 at a week-long leadership retreat in a centuries-old Portuguese monastery, run in partnership with Mobius. Phones off. Families told not to call. Three things happened:
- He found his essence. Relationships. He sent 850 handwritten holiday cards a year and assumed everyone did, so he couldn’t see his own gift.
- His anxiety lifted. On day three, after 18 months of anxious mornings, he woke up calm. His body had resolved the gap between what he cared about and what he was doing.
- He saw he wasn’t alone. Thirty accomplished leaders were all carrying private struggles.
As Ashish reframes it, a retreat is not retreating from life. It is “re-treating” yourself.
3 Steps to Find Your Authentic Path (Even If You Feel Successful but Unfulfilled)
I asked Ashish what listeners can start doing right now. He gave three steps. I have added the coaching lens I use with clients who feel successful but unfulfilled.
Step 1: Write Your Story as a Timeline
Draw a line from your birth to today. Mark your high points and low points. Then ask of each one: how did this shape who I am now? Patterns appear quickly. You will often find the same strengths showing up in your hardest moments and your proudest ones.
Step 2: Become an Anthropologist of Your Own Life
For one week, set a 30-minute alarm. Each time it goes off, jot down what you are doing, your mood, and your energy. Note what you learned, what drained you, and which relationships drew you in. Even the first thing you do on waking counts. If you reach for your phone, what does that do to you?
This “field diary” turns vague dissatisfaction into data.
Step 3: Ask 10 to 20 People What You’re Like at Your Best
Ask colleagues, friends, and former teammates: What am I like at my best? What do you value most about working with me? How do I enrich your life? Ashish recommends the Reflected Best Self Exercise from the University of Michigan’s Center for Positive Organizations, which collects these as stories.
As a CliftonStrengths coach, I love assessments like CliftonStrengths and the VIA Character Strengths survey. But stories show you what shines through to other people, which no assessment can fully capture.
Try This Now (5 Minutes)
Text three people you trust: “Quick question for a project I’m doing: when have you seen me at my absolute best?” Save every answer in one note. You now have the start of your Reflected Best Self file.
Put It Together: Your Personal Ikigai
With your timeline, field diary, and feedback in hand, Ashish suggests mapping a version of ikigai, the Japanese concept that combines what you love, what you’re good at, what the world needs, and what it will pay for. That is where your next chapter starts to take shape.
Ashish’s ideal is a weekend away to reflect. For busy leaders, I suggest starting with 5 to 15 minutes a day, and Ashish added a smart refinement: use your field diary to find your most creative window and protect it. Reflection at 9 p.m., when you’re depleted, won’t give you the gold.
Your 7-Day Action Plan
| Day | Action | Time | Success Metric |
|---|---|---|---|
| 1 | Name your “seven-year-old story” in one sentence | 15 min | One written belief you can examine |
| 1 | Send Reflected Best Self requests to 10–20 people | 30 min | At least 8 responses by Day 7 |
| 1–7 | Keep a 30-minute field diary | 1 min, every 30 min | Top 3 energizers and drainers identified |
| 3 | Draw your life timeline with highs and lows | 45 min | Two recurring strengths spotted |
| 5 | Rate each of the 5 forces (1–10) for how hard it holds you | 15 min | Your strongest force named |
| 7 | Reflect in your creative window and draft an ikigai map | 60 min | Three possible next-chapter ideas |
Common Mistakes to Avoid
Mistake 1: Assuming Another Promotion Will Fix It
If you feel successful but unfulfilled, a bigger title usually amplifies the gap. Ashish climbed the mountain and found “no gold” at the top. Clarify what you care about first, then pursue roles that fit it.
Mistake 2: Copying Someone Else’s Path
Other leaders’ pivots inspire, but their life is not yours. Discover your own path and experiment your way into it.
Mistake 3: Going It Alone
Don’t do this alone. Find a group on a similar path who will play back your greatness.
Mistake 4: Waiting for a Crisis
Answer the question on your own terms, while you still have options.
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Unfulfilled vs. Fulfilled Success
| Successful but Unfulfilled | Successful and Fulfilled |
|---|---|
| My title defines who I am | My strengths and values define who I am |
| Worth equals output | Worth is inherent; output is a contribution |
| Execute someone else’s script | Write your own script for the next 25 years |
| Wait for a crisis to change | Choose change while you have options |
| Ignore what the body signals | Treat anxiety as data worth exploring |
| Self-assess in isolation | Ask 10–20 people to mirror your best self |
| Courage required to leave | A clear calling makes the move natural |
What’s New in 2026: Why This Conversation Matters Now
“Quiet Cracking” Has Replaced Quiet Quitting
The newest workplace term describes people who keep performing while quietly losing purpose. The Change Lab found 55% of workers reported it. High performers are most at risk because their output masks the problem: the successful but unfulfilled pattern.
The Midlife “Second Act” Is Going Mainstream
Leaders in their 40s and 50s may have 25 to 30 working years ahead. As Ashish puts it, that is at least half of your race left.
Engagement Keeps Falling
Gallup’s State of the Global Workplace 2026 report found global engagement fell to 20%, the lowest since 2020. Meaning at work has become a competitive advantage for the leaders who find it.
People Also Ask
Why do I feel successful but unfulfilled at work?
Usually because your achievements are disconnected from what you personally care about. Ashish Kothari calls this being “miserably successful.” Your role may be impactful for others while giving you little meaning, and your body often notices before your mind does.
What are the 5 forces that keep high achievers stuck?
Ashish Kothari identifies identity, worthiness, routines, relationships, and expertise. Each one makes leaving a familiar path feel risky, even when the path no longer fits.
How do I find my purpose in my 40s or 50s?
Start with three steps: map your life timeline, keep a one-week field diary of your energy, and ask 10 to 20 people what you’re like at your best. Then combine the patterns into an ikigai map of possible next chapters.
What is the Reflected Best Self Exercise?
It’s a feedback tool from the University of Michigan’s Center for Positive Organizations. You ask people who know you to share stories of you at your best, then look for themes that reveal strengths you may not see yourself.
Can high achievers have anxiety without burnout?
Yes. Ashish worked reasonable hours and still woke up anxious for 18 months. Anxiety can signal a gap between your work and your values, not just overwork. Persistent anxiety is also worth discussing with a licensed professional.
The Bottom Line
Feeling successful but unfulfilled is not a sign you chose wrong. It’s a sign you’re ready to choose again. Name the five forces, gather your data, ask the people who know you, and give yourself space to listen. As Ashish reminded us, you may have half your race still ahead of you. Run your own race.
Coming next: In Part 2 (WLS 172), Ashish shares his PEARL model for building high-performing teams that thrive without burning out.
Ready to enjoy the success you’ve worked so hard for?
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Ready to go deeper? Book a 1-hour coaching and discovery session on Zoom ($499, 100% credited toward coaching if we’re a fit).
Trusted by leaders at Stanford University, Ernst & Young, Autodesk, and Farmers Insurance.
Join the conversation: Which of the five forces (identity, worthiness, routines, relationships, or expertise) has the strongest hold on you right now? Share in the comments below.
About the Expert
Ashish Kothari is the founder and CEO of Happiness Squad and a former McKinsey & Company partner with 17 years at the firm. He is the author of Hardwired for Happiness: 9 Proven Practices to Overcome Stress and Live Your Best Life and host of the Flourishing Edge podcast. A certified ontological coach, he helps leaders and organizations make flourishing a competitive edge. Learn more at HappinessSquad.com.
About Sabrina Braham
Sabrina Braham, MA, MFT, PCC, is an executive leadership coach and CliftonStrengths coach with 30+ years of experience. She hosts the Women’s Leadership Success Podcast, on air for 19 years and ranked in the top 1.5% worldwide with 57,000+ monthly downloads. Her clients include leaders at Stanford University, Ernst & Young, Autodesk, and Farmers Insurance, with results ranging from three promotions in nine months to Director-to-VP advancement.
Continue Your Journey
How to Prevent Team Burnout and Build High-Performing Teams: Ashish Kothari’s PEARL Model | WLS 172
“Your manager has a bigger effect on your mental health than your therapist ever will.” In Part 2 of my conversation with former McKinsey partner Ashish Kothari, you’ll learn why, and how to prevent team burnout even when the culture above you isn’t on your side.
Executive Summary
Manager engagement fell to 22% in 2025 (Gallup, 2026), and most teams use only 20–30% of their potential. Former McKinsey partner Ashish Kothari’s PEARL model shows how to prevent team burnout and build high-performing teams, even when you can’t change the culture above you.
Quick Takeaways
- High-performing teams tap 70–80% of their potential; most teams tap 20–30%.
- PEARL stands for Purpose, Energy, Adaptability, Relationships, and Life force.
- Your immediate manager shapes your well-being more than your CEO does.
- Building 20% slack into calendars can lift team performance almost immediately.
- Every leader chooses: transmit pressure from above, or transform it.
In This Article
- The Manager Crisis Behind Team Burnout
- What McKinsey’s Transformations Were Missing
- The PEARL Model: 5 Ways to Prevent Team Burnout
- Can You Prevent Team Burnout Without Executive Support?
- 3 Manager Moves to Start This Week (Plus a Bonus)
- Common Mistakes to Avoid
- Wellness as a Benefit vs. Flourishing as a Strategy
- What’s New in 2026
- People Also Ask
Last updated: [PUBLISH DATE], 2026
Trusted by leaders at Stanford University, Ernst & Young, Autodesk, MGM Grand Resorts, and Farmers Insurance
The Manager Crisis Behind Team Burnout
As an executive leadership coach with more than 30 years of experience (MA, MFT, PCC) and host of the Women’s Leadership Success Podcast, now in its 19th year with 57,000+ monthly downloads, I work with directors and VPs who are trying to prevent team burnout while running on empty themselves.
The 2026 data explains why that is so hard. Gallup’s State of the Global Workplace 2026 found global engagement fell to 20%, the lowest since 2020, at an estimated cost of $10 trillion in lost productivity. The driver was managers. Manager engagement dropped from 27% to 22% in a single year, and nine points since 2022.
Microsoft’s Work Trend Index (2025) described an “infinite workday,” with knowledge workers interrupted about every two minutes, or roughly 275 times a day. Team leaders absorb pressure from above while protecting the people below.
Here’s the good news from Part 2 of my conversation with Ashish Kothari, founder of Happiness Squad, former McKinsey & Company partner, and author of Hardwired for Happiness: 9 Proven Practices to Overcome Stress and Live Your Best Life. You have far more power to prevent team burnout than you think, even if the culture above you is not on your side.
If you missed Part 1 (WLS 171), Ashish shared how he moved from “miserably successful” to “joyfully significant.” Today, he turns that same lens on teams.
What McKinsey’s Transformations Were Missing
Ashish spent 17 years at McKinsey leading operations transformations that touched 10,000 to 50,000 people. One client went from negative 10 EBIT to positive 60 EBIT on a billion-dollar base in 18 months.
Yet he noticed a blind spot.
“All of that work was actually missing the human.” — Ashish Kothari
The real difference between average and high-performing teams was how much human potential they unlocked.
“Most teams tap less than 20–30% of the potential of the team members. High-performing teams operate at 70–80%.” — Ashish Kothari
To close that gap, Ashish combined research from the University of Michigan’s Center for Positive Organizations, Oxford, Gallup, Harvard, and McKinsey’s own work on organizational performance and health. The result is a model his wife, Lizzie, named.
The PEARL Model: 5 Ways to Prevent Team Burnout
Think about how a pearl forms. A grain of sand irritates an oyster, and the oyster transforms it into something of value. Organizations are full of daily irritants: disagreements, demands from the top, economic shocks, supplier and customer issues. High-performing teams transform that friction into value. Here is how they prevent team burnout while doing it.
P — Purpose
Every company has a purpose statement, but people three to five levels down rarely feel connected to it. High-performing teams give meaning to daily work. Sometimes that means linking tasks to the company’s bigger “why.” Often it means a leader asking, “What excites you? Where are you going in your life? How can I help you win here?”
E — Energy
Is your workplace net-energy positive? Do people look forward to Monday or dread it? Ashish highlighted three energy builders:
- Appreciation. McKinsey research Ashish cited found feeling valued by your employer and boss ranks among the things people want most.
- Compassion. Everyone carries private struggles. Is there room for grace on a hard day?
- Constructive conflict. Innovation comes from different points of view colliding productively, not from polite agreement.
A — Adaptability
Humans can keep growing in value, yet many stall because there’s no space to learn. High-performing teams know each other’s strengths and build learning into the work.
When I asked how to discover strengths without a formal assessment, Ashish suggested the free VIA Character Strengths survey and the Reflected Best Self Exercise. The key: ask your colleagues what they see in you. “You can’t see the outside of a jar from the inside,” he said.
R — Relationships
People should belong because of who they are, not because they fit in. That takes trust and psychological safety. In practice, leaders speak last, invite dissent even after the team leans toward a decision, and ask, “What are we missing? How could we be wrong?” Ashish pointed to Crocs’ motto, “Come as you are,” as the spirit of it.
L — Life Force
This is the element Ashish says almost nobody talks about. Life force asks two questions. Are you designing work so people can be at their cognitive best? And are you teaching people to make stress an ally?
Back-to-back meetings leave no room for deep work, thinking, or emergencies. So emergencies land on top of a full calendar and stress multiplies. High-performing teams prioritize ruthlessly, clarify roles, respect boundaries, and design recovery into the day, the month, and the year. As Ashish noted from his work with elite athletes, Olympians are made as much by how they recover as by their hours on the mat.
The Business Case
Ashish cited research showing organizations that invest in these elements outperform peers by 2–3.5% in shareholder returns, with about 20% higher profitability and productivity and up to 60% lower attrition. Put simply, the effort to prevent team burnout is a performance strategy, not a perk.
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- Assess what’s draining your team’s energy and performance
- Run a CliftonStrengths team session to unlock hidden potential
- Design calendars, roles, and recovery for sustainable performance
Ready to go deeper? Book a 1-hour coaching and discovery session on Zoom ($499, 100% credited toward coaching if we’re a fit).
Trusted by leaders at Stanford University, Ernst & Young, Autodesk, and Farmers Insurance.
Can You Prevent Team Burnout Without Executive Support?
This is the question I hear most from managers and directors. Ashish’s answer is yes, and the data backs him up.
People rarely quit because of a CEO. They quit because of their immediate boss. Ashish shared a line someone once said to him: your manager has a bigger effect on your mental health than your therapist ever will. Citing McKinsey Health Institute research, he explained that most of what drives well-being and burnout sits at the job, team, and organization level, and the majority of that is at the job and team level. That’s your sphere of influence.
McKinsey Health Institute’s global burnout research also found toxic workplace behavior was the single biggest predictor of burnout symptoms and intent to leave. Individual resilience helps, but it cannot fully compensate for an unhealthy environment. That’s why your choices as a team leader matter so much.
“Help My People Dance in the Rain”
Ashish described a leader who called him about her deeply toxic organization. She couldn’t change the system, but she was responsible for her people. She asked him to help her team “dance in the rain.”
Together they ran a 12-month journey. Each person built habits for adaptability and resilience, and she redesigned what was within her control. She created space to speak truthfully, ask for support, share strengths, and help each other succeed. It didn’t fix the whole company. But, like the boy throwing starfish back into the sea, it made a difference to the people in her care.
“Do you want to be a transmitter of what comes from the top? Or do you want to be a transformer?” — Ashish Kothari
Ashish also cited Bob Chapman, former CEO of Barry-Wehmiller, who realized every employee is someone’s child, entrusted to the company’s care.
3 Manager Moves to Prevent Team Burnout This Week (Plus a Bonus)
These steps work whether you lead four people or 4,000. I’ve added time estimates and success metrics.
Move 1: Discover Each Other’s Strengths (60 Minutes)
Run a team session where each person shares their strengths, from CliftonStrengths, VIA, or Reflected Best Self feedback. Then discuss how each person can use more of their strengths every day. Success metric: each team member names one task to shift toward a strength within 30 days.
Coach’s Note
As a CliftonStrengths coach, I see this session change team dynamics faster than almost anything else. Friction that felt personal often turns out to be two strengths working at cross-purposes. Once the team names it, they can use it.
Move 2: Ask “What Drives You?” (20 Minutes per Person)
In your next one-on-ones, ask: What excites you? What are you solving for in your life right now? Then really listen, and look for ways to help through stretch work, connections, or support. Success metric: one concrete commitment per person.
Move 3: Mentor or Sponsor Someone (30 Minutes a Month)
Find someone to mentor or sponsor, and find someone to sponsor you. Many people feel no one at work cares about them. Show them you do. Success metric: one active mentoring or sponsorship relationship within 30 days.
This matters especially for women. Women in the Workplace 2025 found that when women receive the same sponsorship and career support as men, the gap in ambition to advance disappears.
Bonus Move: Run the 20% Slack Experiment (45 Minutes)
In manufacturing, nobody loads a machine past 80% capacity, because surges would break the system. Yet most managers run calendars at 100%. Ask your team:
“What would it look like if we could operate with 20% slack?” — Ashish Kothari
Ashish’s design: keep 20% of the calendar unscheduled, block 20% for the top one to three priorities of the week or quarter, and use the remaining 60% as needed. “It’ll change the performance of your team. Tomorrow,” he said. Success metric: two weeks of protected 20% blocks on every calendar. It’s the simplest way I know to prevent team burnout without new budget.
Try This Now (5 Minutes)
Open next week’s calendar. Find one recurring meeting you can shorten or cancel, and block that time as protected focus for your team’s number-one priority. You’ve just started your 20% slack experiment.
Common Mistakes to Avoid
Mistake 1: Treating Well-Being as a Perk
Wellness apps can’t fix role confusion. To prevent team burnout, fix team design first.
Mistake 2: Waiting for Permission From the Top
Most of what shapes well-being sits at the team level. Don’t wait for a culture initiative.
Mistake 3: Mistaking Harmony for Health
Teams that never disagree aren’t safe; they’re silent. Invite dissent.
Mistake 4: Ignoring Recovery
Weekends aren’t a recovery plan. Build breaks into the day, month, and year.
Mistake 5: Assuming People Know Their Strengths
Many people are blind to their own gifts. Ask, don’t assume.
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Wellness as a Benefit vs. Flourishing as a Strategy
| Traditional Approach | High-Performing Team Approach |
|---|---|
| Wellness offered as an HR benefit | Flourishing treated as a business strategy |
| Calendars loaded to 100% | 20% slack built in for surges |
| Leader speaks first | Leader speaks last and invites dissent |
| Fit in to belong | Belong because of who you are |
| Recovery happens on weekends | Recovery designed daily, monthly, yearly |
| Manager transmits pressure downward | Manager transforms pressure into value |
| Kaizen for factories only | Kaizen applied to how we work |
| 20–30% of team potential used | 70–80% of team potential used |
What’s New in 2026: Why Leaders Must Prevent Team Burnout Now
Managers Are the New Burnout Frontline
Gallup’s 2026 report shows managers lost their engagement advantage, dropping to 22%. Yet best-practice organizations keep about 79% of managers engaged. The gap is design, not destiny.
“Quiet Cracking” Hides in High Performers
Quiet cracking describes employees who keep delivering while losing motivation and purpose. Because output stays high, leaders miss it. PEARL’s energy and life-force questions surface it early.
The Infinite Workday Meets AI
Microsoft’s research shows meetings crowding out deep work. Gallup also found manager-led AI adoption is one of the strongest drivers of frequent AI use. Leaders who use AI to give back focus time, not add tasks, will win on both performance and well-being.
Senior Women Are Carrying Extra Load
Women in the Workplace 2025 reported frequent burnout among about 60% of senior women. Women leaders often prevent team burnout for others while absorbing it themselves. PEARL applies to your own calendar too.
People Also Ask
How can managers prevent team burnout?
Start with what you control: clarify roles and priorities, protect focus time, build in recovery, and create psychological safety. Ashish Kothari’s PEARL model (Purpose, Energy, Adaptability, Relationships, Life force) gives managers a practical checklist.
What is the PEARL model for high-performing teams?
PEARL is Ashish Kothari’s framework for turning everyday workplace friction into value. It stands for Purpose, Energy, Adaptability, Relationships, and Life force, drawn from research at Michigan, Oxford, Gallup, Harvard, and McKinsey.
Can I improve my team’s well-being if senior leadership doesn’t support it?
Yes. Most well-being and burnout drivers sit at the job and team level, where your direct manager has the most influence. You can buffer your team from wider toxicity even without top-down change.
What is the 20% slack rule for teams?
It means keeping about 20% of calendar time unscheduled for surges and emergencies, just as factories avoid running machines above 80% capacity. Ashish pairs it with blocking 20% for top priorities.
What percentage of their potential do most teams use?
According to Ashish Kothari’s work, most teams tap only 20–30% of their members’ potential, while high-performing teams operate at 70–80%.
How do I find my team members’ strengths without an assessment?
Use the free VIA Character Strengths survey or ask colleagues directly what each person is like at their best. Others often see strengths we can’t see in ourselves.
Looking Ahead
Ashish’s thesis: commit to flourishing as a strategy for three to four years, and everything you execute goes faster, because people execute every strategy. I expect the leaders who prevent team burnout to become the leaders organizations promote.
The Bottom Line
You can’t control everything above you. You can control the environment you create. Give your team purpose, energy, room to grow, real belonging, and the space to do their best work. As Ashish puts it, choose to be a transformer, not a transmitter. That’s how you prevent team burnout and build a high-performing team, one person at a time.
Ready to lead a team that thrives, and get recognized for it?
Let’s talk about coaching for you, or for your whole leadership team.
Individual Executive Coaching
- Pinpoint the gaps draining your team’s performance
- Map the visibility moves that position you for your next role
Leadership Team Coaching
- Build psychological safety and constructive conflict
- Make flourishing a measurable team strategy
Ready to go deeper? Book a 1-hour coaching and discovery session on Zoom ($499, 100% credited toward coaching if we’re a fit).
Trusted by leaders at Stanford University, Ernst & Young, Autodesk, and Farmers Insurance.
Join the conversation: If your team ran with 20% slack starting Monday, what’s the first meeting you would cut? Share in the comments below.
About the Expert
Ashish Kothari is the founder and CEO of Happiness Squad and a former McKinsey & Company partner with 17 years at the firm, where he led large-scale operational transformations. He is the author of Hardwired for Happiness: 9 Proven Practices to Overcome Stress and Live Your Best Life and host of the Flourishing Edge podcast. Learn more at HappinessSquad.com.
About Sabrina Braham
Sabrina Braham, MA, MFT, PCC, is an executive leadership coach and CliftonStrengths coach with 30+ years of experience. She hosts the Women’s Leadership Success Podcast, on air for 19 years and ranked in the top 1.5% worldwide with 57,000+ monthly downloads. Her clients include leaders at Stanford University, Ernst & Young, Autodesk, and Farmers Insurance, with results ranging from three promotions in nine months to Director-to-VP advancement.
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