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.


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Ideas and thoughts on how to lead well through complexity and change

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By Barbra Carlisle • February 26, 2026
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By Barbra Carlisle • February 26, 2026
A Sector Under Pressure The UK construction industry is slowly diversifying which is great news. BUT the data shows progress is still painfully uneven. Women now make up around 14.7–15% of the overall UK construction workforce based on recent ONS and industry reports, but only 1–2% work in on-site trades, and just 7% hold senior leadership positions. Even when women enter the sector, they are disproportionately funnelled into administration, design or management support roles rather than operational or technical tracks. Industry surveys show 81% of women are in admin/design roles while only 1% are in skilled trades, highlighting the structural gap in visibility and progression. Why mentoring matters and why it’s missing Women repeatedly point to lack of visibility, sponsorship and informed guidance as barriers that begin as early as secondary school. Studies report that young women still receive outdated or discouraging advice about construction careers from school mentors and advisors. Even once inside the industry, women may find it difficult to find the right mentors who understand the cultural terrain: navigating male-dominated teams, bias (one in three women experience workplace gender bias), and the isolation of being the only woman on a team or site. Formal mentoring programmes like Construction for Women have shown measurable benefits like - increasing confidence - improving retention - widening access - access to new opportunities - better understanding on how to navigate a career in construction BUT uptake across the broader sector is inconsistent. We need more active mentors who show up for their mentees. The commercial case for mentoring The push for more mentors isn't just a touchy feely nice thing to do - it makes absolute business sense. - Diverse teams make better decisions and solve problems more effectively. - Companies with strong inclusion practices see higher productivity and retention. - A wider talent pipeline protects the industry from skills shortages. Evidence from diversity and inclusion studies shows that representation boosts performance, innovation and workforce stability. Practical steps construction leaders can take now 1. Build structured mentorship pathways not informal “tap on the shoulder” systems that favour those who look like current leadership. 2. Integrate mentoring into apprenticeship routes especially for young women entering technical roles. 3. Champion internal female role models as visibility is fuel. 4. Track progression data by gender: eliminate blind spots in promotion and training. 5. Equip male leaders to mentor women effectively as this isn’t just “women supporting women”; it’s about shared responsibility. 6. Use an external specialist like a qualified coach or mentor to support your male and female mentors, providing a safe space for them to learn and share their experiences of mentoring, and gaining practical skills like listening as well. Mentoring isn’t a “nice-to-have”. It’s the infrastructure that enables women not only to enter the sector but to stay, grow and lead. If you want to find our more about mentoring programme support email barbra@gleecoaching.co.uk