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DTSTART:20261101T010000
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DTSTART:20260308T030000
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DESCRIPTION:Senior leaders are absorbing more decisions\, more escalations\, and longer hours than their roles were built for\, while most organizations still treat the strain as each leader's problem to manage. The cost shows up in slower execution\, higher turnover on the teams around them\, and rising leaders who no longer want the job. The open question is which changes reduce the load itself\, and what it takes to make recovery acceptable at the top rather than a private workaround.\n\nThis Session Will Examine:\n\n• Auditing where the load sits: after-hours patterns\, meeting structures\, and escalations that route to the same few people.\n• Why high-performing leaders are often least protected from depletion\, and what that costs teams and decisions.\n• How fatigue shows up in decision quality\, risk tolerance\, patience\, and credibility.\n• Relief mechanisms in practice: deputy models\, rotating coverage\, delegated decision rights\, and planned recovery after intense periods.\n• What teams read from a leader's behavior under pressure\, and how that sets the standard everyone else works by.\n\n
X-ALT-DESC;FMTTYPE=text/html:Senior leaders are absorbing more decisions, more escalations, and longer hours than their roles were built for, while most organizations still treat the strain as each leader's problem to manage. The cost shows up in slower execution, higher turnover on the teams around them, and rising leaders who no longer want the job. The open question is which changes reduce the load itself, and what it takes to make recovery acceptable at the top rather than a private workaround.<br><br><strong>This Session Will Examine:<br /></strong><ul><li>Auditing where the load sits: after-hours patterns, meeting structures, and escalations that route to the same few people.</li><li>Why high-performing leaders are often least protected from depletion, and what that costs teams and decisions.</li><li>How fatigue shows up in decision quality, risk tolerance, patience, and credibility.</li><li>Relief mechanisms in practice: deputy models, rotating coverage, delegated decision rights, and planned recovery after intense periods.</li><li>What teams read from a leader's behavior under pressure, and how that sets the standard everyone else works by.</li></ul>
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SUMMARY:THINK TANK: Sustainable Leadership: Burnout\, Operating Norms\, and Who Owns the Cost
DTSTART;TZID=America/New_York:20261209T140000
DTEND;TZID=America/New_York:20261209T144500
DTSTAMP:20260723T221744Z
TRANSP:OPAQUE
STATUS:CONFIRMED
SEQUENCE:0
LOCATION:https://us06web.zoom.us/j/2237646017
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