Leadership Overwhelm

Barbra Carlisle • June 8, 2023

The unspoken


It is right and fair that business leaders look after the people they hire….but who looks after the leaders?

Business leaders, and particularly those in small and growing businesses often feel overwhelmed because they’re used to putting business first and themselves last.

Where leaders are part of a partnership, have shareholders, or team members to think about, stress and overwhelm can be hard to manage at times.


What is overwhelm?


To be overwhelmed is to be buried or drowning beneath a huge mass of something. It can mean to defeat completely. Like a strong wave on a beach, you may not see it coming, or else you see it coming but stand still in its wake and become overwhelmed, thinking at first that you can stand your ground. Or you may have your back to the wave and not notice it advancing towards you.

However leaders become overwhelmed, and with what, it tends to be something many leaders don't like to admit to, and many plough on till on the brink of burnout before they seek support.


In setting up Glee last year I experienced overwhelm. I only had myself to manage and I was in control of the pace of developing my business - there was just so much to do, and I wasn't an expert in business start ups. I reflected on a 2019 HBR article to think about overwhelm as well as draw on coaching myself and talked to others to overload.


Common reasons why leaders experience overwhelm


As the name suggest, you are a business owner, a business leader, an executive. You are expected to carry the can, be the figure head, know how stuff works, and be the one driving the business to success. And you are. It is just sometimes not that easy to do.

Reasons why leaders become overwhelmed include:


  1.  Trying to be everything to everyone (inside and outside work)
  2. Trying to focus on too many things at once
  3. Being too optimistic about how much time it takes to do a task
  4. Always saying ‘yes’, including to non essential tasks
  5. Adding too many appointments and projects to their weekly calendar
  6. Not fully trusting the people around you so carrying the burden on yourself


 Ways to manage overwhelm


  1. Think about what you love doing, what you enjoy doing and what you have to do to move your company forward. Simply becoming aware of this can help you see the bigger picture and help you reframe what you need to do to help yourself feel less overwhelmed
  2. Map out your projects and tasks and prioritise – and keep checking back to see if you are working on the prioritised items not just the items you ‘enjoy’.
  3. Map out your day and week to get structure.
  4. Focus on one task at a time.
  5. Take time out daily to think about how you are sitting, what is your body posture telling you? How are you breathing? If you are feeling tense, walk away and take a breather.
  6. If you do have people around you who can help you, let them help! This could include delegating (but avoid micromanaging because this can be as stressful as overwhelm)
  7. Celebrate and give gratitude to what you are achieving on a daily basis not just what you haven’t achieved. And recognize and give gratitude to yourself for delegating
  8. Talk about how you are feeling. Talk to your loved ones, a trusted friend or a coach who can provide the space, listen without judgement and help you navigate what would work for you


Don't get caught up in thinking that you have to action all of the points above as this will simply add to you feeling overwhelmed!


A word about delegation


It is in your gift if you have people working for you, or if you are in a partnership. You can share the workload. You win no prizes for doing all the work yourself. The skill is in identifying what you love doing and do that, and surround yourself with people who can help who love doing the things you don't get any energy from.


When delegating one way to avoid stress and slipping back into overwhelm is not to fall into the trap of micro-managing.


Ways to delegate without slipping into micro managing tendencies


  1. Choose the right person for the job. This requires you to know your team and their strengths (and job roles!)
  2. Talk to them about the issue you have and explain what you need from them
  3. Provide guidance, and clarify their understanding of the requirement of them
  4. Provide resources and training when necessary.
  5. Confirm at time of delegating standards expected and timeline for delivery and how you intend to check in with them on how the work is going
  6. Follow up as agreed and verbalise your thanks on the progress made 


Coaching and Peer Support


We over 121 coaching and peer group support for busy leaders who are experiencing overwhelm and stress. Get in touch with Barbra@gleecoaching.com to explore how coaching can support your business and personal health and wellbeing.


Follow me on Linked In for more insight on leading with impact and purpose

Getting out of the Weeds into Strategic Thinking

By Barbra Carlisle • June 25, 2025
Introduction In today’s fast-paced, always-on work culture, leaders often find themselves consumed by operational demands, exciting things like emails, meetings, staff check ins, and the mountain of prepping and paperwork. But to lead well we need to redefine what we mean by our day to day priorities, and we need to manage our time. As a leader you need to be a step ahead, thinking of the future, whether that comes naturally to you are not. Strategic thinking is not a luxury; it’s a necessity. Why Strategic Thinking Matters Strategic thinking enables you to: Anticipate change and position you organisation for long-term success. Align teams around a shared vision. Innovate rather than merely optimise. Feel personally motivated and in control Recognise the value of delegation, which in turn supports the development of others The National Audit Office (NAO) highlights that while operational delivery is essential, senior leaders must adopt a “whole-system” approach that aligns policy, funding, and governance with long-term outcomes. I agree wholeheartedly with them! Beyond Time Management: Creating Strategic Space This isn’t just about blocking out time in your calendar., calling it focus time and then using that time to allow another meeting before the week is out. It’s about creating mental and organisational space for strategic reflection. Here’s how: 1. Delegate with Purpose Empower your team to own operational responsibilities. This builds capability and frees you to focus on the bigger picture. 2. Design Strategic Rituals Step back and ask: “What can I do as a leader that no one else can?” . Ask yourself "!what should I start doing, stop doing and continue to do". Weekly reflection sessions, quarterly off-sites, or even walking meetings can foster strategic clarity. 3. Build a Thinking Culture Encourage your team to think strategically too. When everyone is aligned on long-term goals, operational decisions naturally support strategic intent. It then becomes the norm to have time blocked out for thinking - time where you are not disturbed. 4. Use Strategic Frameworks Tools like SWOT, PESTLE, or scenario planning aren’t just for consultants. Use them regularly to challenge assumptions and explore new directions. Do it alone and with your team. This will create a culture of strategic thinking. 5. Get a Leadership Coach I would say this as a Leadership Coach but honestly getting a coach could be the single most important thing you do to unlock your thinking. With a Coach you talk things through, business and personal, freeing up time outside coaching sessions and not being consumed with things on your mind that you have not been able to share with anyone. Lots of my clients say to me " You are the only person I can speak to about this, I haven't told anyone, not even my partner about how I feeling about my role and life" And finally Strategic thinking isn’t a task it’s a mindset. Leaders who prioritise it not only future-proof their organisations but also inspire those around them to think bigger and bolder. Get in touch if you want to know more about developing a strategic thinking mindset

How to build your leadership after a Founder leaves

By Barbra Carlisle • June 25, 2025
Taking the reins after a founder steps down is one of the most complex leadership transitions. Founders often embody the culture, vision, and identity of an organisation. So how do you lead effectively without being in their shadow? How do you make an impression? And how easy is it to make an impression when the person before you was the person who started the organisation? It is incredibly difficult, depending on the nature of the person before you , and the culture they created when they were the leader. New leaders often look to honour the past while creating new momentum - their way. It is a tension between respect and reinvention. Without trust and transition rituals, teams can stall in founder nostalgia. Here are a few tips for you to consider: Understand the Founder’s Legacy Before you start or at least in the first three months in role, take time to understand: What the founder stood for. What were their values, vision, and leadership style. What worked well and what may need to evolve. How the team in place feel about work and about the transition. Are they grieving, anxious, or hopeful? Strategies for a Successful Transition 1. Respect the Past, But Don’t Replicate It Acknowledge the founder’s contributions, but don’t try to be a carbon copy. Your leadership must be authentic to you. 2. Communicate Transparently Be open about your vision and how it builds on the founder’s legacy. Regular, honest communication builds trust and reduces uncertainty. 3. Engage Key Stakeholders From board members to frontline staff, involve people in shaping the next chapter. This fosters ownership and reduces resistance. It will involve a lot of active listening. 4. Establish Your Leadership Identity You have the opportunity to reflect on your unique strengths, what got you the job and what your purpose is as a leader. Use this insight to define your leadership narrative. 5. Balance Continuity and Change Identify what must stay (core values, mission) and what can evolve (processes, strategy). This balance reassures stakeholders while signalling progress. And finally Following a founder is not about copying, filling shows or throwing the baby out with the bath water. It’s about walking your own path while honouring the journey that came before. It is time for strategic thinking to help you set up for your own successes and to weather the storms of new transitions. With empathy, clarity, and strategic intent, you can lead your organisation into its next era. In the UK, leadership transitions are increasingly supported by structured development programmes that focus on emotional intelligence, strategic alignment, and stakeholder engagement. These resources can be invaluable during founder succession. I am always hear to help you navigate new transitions. Do reach out if you want to think about how to be the best leader, your own way.
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