Mental health is a critical business asset, so what happens when there are C-suite burnouts?
As CEO of a boutique mental health clinic working predominantly with business leaders and people of wealth, I have repeatedly witnessed how relentless decision-making, high-stakes responsibilities, and gruelling 70+ hour weeks push people to breaking point.
At our clinic, Paracelsus Recovery, we have seen a 700 per cent rise in C-suite referrals over the past 12 months, with exhaustion and dangerously high stress levels as the primary concerns. Many of these leaders exhibit traits, such as perfectionism and relentless ambition, qualities that propel them to the top but also make them more vulnerable to mental health conditions.
That constant stress depletes our brains of vital neurochemicals we need for a sense of happiness, confidence, and energy. As a result, it sows the seeds for mental health conditions, such as anxiety or depression. Then, in an attempt to manage the symptoms countless C-suite executives find themselves – through no fault of their own – relying on unhealthy coping mechanisms that provide either dopamine 'spikes' that deplete reserves in the long run or 'downers', such as sleeping pills. These challenges, if left unchecked, can severely impact an executive's ability to make decisions, innovate, and lead effectively.
I experienced this firsthand when I suffered burnout while steering my group of companies through the pandemic. It was a painful, frightening, and ultimately life-changing experience, which taught me a few crucial lessons.
Firstly, the idea that leaders must be superhuman is a dangerous myth. For example, when a CEO takes a leave of absence due to mental health issues, it typically sends shockwaves through a company, affecting investor confidence and employee morale. This creates a vicious cycle: leaders feel they must power through exhaustion to maintain stability, yet by doing so, they risk making impaired decisions that can destabilise their organisations. However, it cannot be emphasised enough that the global landscape is more volatile than ever, and the demands on executives are intensifying.
The ability to navigate uncertainty, manage crises, and maintain high performance requires a level of mental resilience that cannot be achieved through sheer willpower alone. Seeking help when you are in distress is not a weakness; it is a strategic decision that safeguards both personal well-being and business success. I've long made the point that executive mental health should be part of a corporation's risk management framework.
Secondly, executive mental well-being is not just a personal concern but a business necessity. Unchecked stress at the top leads to poor decision-making, reduced productivity, and economic losses — potentially costing Middle Eastern businesses up to $100 billion (Dh367 billion) annually. A report by PwC Middle East highlights that untreated mental health issues in GCC countries result in at least 37.5 million lost productive days each year, amounting to $3.5 billion in economic losses.
However, this likely understates the full impact, especially at the executive level, where the hidden costs of poor mental health — such as impaired decision-making, reduced innovation, and excessive risk-taking — can ripple throughout an organisation. In reality, the cumulative effect on leadership effectiveness, productivity, and overall organisational success could easily amount to many times that figure, making estimates closer to $100 billion far from unreasonable.
While there is progress in mental health awareness across the GCC, executives must take the lead in dismantling the stigma and safeguarding their own health. Leaders who are open about their struggles set a precedent for their employees, creating a culture where mental health is not just acknowledged but actively supported. For instance, research shows that when businesses prioritise mental health — both at the leadership and employee levels — they create an environment of psychological safety, which has been linked to a 50 per cent increase in productivity. It is as much an economic, as it is an ethical, imperative that executive teams begin fostering cultures where mental health is prioritised rather than stigmatised.
Ultimately, the most successful companies are those that recognise mental health as a critical business asset. I strongly believe that it is time to move beyond the outdated notion that CEOs must suffer in silence. Instead, organisations must champion a culture where mental well-being is as much a priority as financial performance. Because, if nothing else, a mentally healthy leader is not just a personal victory — it is a strategic advantage that drives business growth, innovation, and resilience.
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