Executive Formation Starts With Wellness

Since 2023, I have been honored to teach and shape the Executive Formation course within the Lynch School of Education's cohort-based Executive Doctoral Program in Higher Education at Boston College. This program unites a diverse cohort of leaders from around the globe, fostering a collaborative and engaging learning atmosphere.

Executive Formation is a journey of self-discovery and personal growth. Students focus on identifying, refining, and reinforcing pillars essential for effective leadership and explore their leadership in action. They engage in a developmental 360 evaluation to reflect on their leadership practices, assess and prioritize their wellness, and examine their communication styles to discover and strengthen their authentic voice. In addition to this, they create a comprehensive executive development plan that charts a clear course for their growth and development as leaders.

In this blog series, I’ll share insights and key takeaways from our course, highlighting the transformative journey of executive education.

It Starts with Wellness.

This cohort comprises students from three continents, each contributing their diverse perspectives on leadership in higher education. In our initial sessions this semester, we engaged in rich conversations about the importance of prioritizing wellness, exploring its various dimensions through the lens of our different backgrounds and experiences as leaders in the field.

Understanding and prioritizing Wellness for busy executives is not just a personal choice. It is a crucial aspect of effective leadership. Many organizations have made employee wellness an organizational priority for good reasons, including improvements in employee health, morale, engagement, and productivity. Organizational wellness programs have also been shown to decrease absenteeism and stress among employees.

Leaders today experience profound physical, mental, and emotional health challenges due to imbalances between work and life, and increased levels of stress and isolation, all of which have a crippling effect on our executives and the success of their organizations. Although leaders (Presidents, CEOs, Vice Presidents, Directors, etc.) may experience health challenges with greater frequency and acuity than others in non-leadership roles, they are often less likely to seek help.

Physical Health

The Chronicle of Philanthropy reported that in a recent survey, more than half of nonprofit leaders said they do not engage in regular physical activity. Time constraints remain the primary barriers to adopting health-promoting physical activity for senior leaders. According to the American Heart Association, only 25% of nonprofit leaders meet the recommended physical activity guidelines. Neglecting physical health increases the risk of chronic conditions, while regular physical activity (e.g., walking) improves cognitive function and decision-making in leaders.

Mental Health

The stigma around mental health persists among leaders as well. While nonprofit leaders often experience symptoms of deteriorating mental health, they are also less inclined to seek help due to stigma. The American Psychological Association (APA) found that 80% of nonprofit leaders they surveyed agree that mental health support would improve their leadership effectiveness and that 70% of those surveyed said that they do not seek mental health support due to the associated stigma. 

A 2015 study by the Harvard Business Review found that approximately 50% of CEOs reported experiencing symptoms of depression and anxiety. According to the APA, CEOs are 40% more likely to experience depression than the general workforce due to chronic stress, isolation, and the heavy burden of their roles. The compounding effects of physical and mental health challenges put senior leaders and the organizations they lead at significant risk. Unfortunately, it doesn’t end there. 

Isolation and Burnout

It can indeed be "lonely at the top." Data supports this long-held notion, and several successful executives, from Tim Cook (Apple) to Howard Schultz (Starbucks), have written about the loneliness epidemic. The U.S. Department of Health and Human Services describes social connection as a "basic human need, as important as food, water, and shelter." A study sponsored by the National Institutes of Health found that social isolation was associated with significantly increased risks of dementia, heart disease, and stroke.

As it relates to leaders, a 2012 Harvard Business Review study found that 50% of CEOs report feeling a sense of loneliness in their role. That number rises to 70% among first-time CEOs. The downward spiral is devastating for our organizations. Isolation exacerbates stress and burnout, reducing leadership and organizational effectiveness and negatively impacting decision-making. Moreover, research indicates, and our consulting work with leaders confirms, that CEOs who experience isolation can inadvertently foster a culture of detachment, leading to low morale, decreased employee engagement, and a lack of strategic direction.

Are our nonprofit CEOs really lonely, stressed, and isolated? 

In short, yes. The Center for Nonprofit Management reports that 25% of nonprofit CEOs have no peer support network at all, and the Nonprofit Leadership Alliance reports that more than 75% of nonprofit executives report feeling overwhelmed by their responsibilities. The Nonprofit Quarterly reported that nearly 1/3 of nonprofit leaders experience burnout, and many consider leaving their jobs because of it. When leaders struggle, organizations suffer.

So what? Why does this matter? 

When I was invited to teach Executive Formation at Boston College, I was intrigued by how closely it aligned with the mission that has driven my work at Integrated Strategy since its inception. The leaders we partner with consistently express a desire for two key things: a strategic thought partner and a commitment to their personal development and success, as well as that of their teams. These priorities continue to shape our work today.

At Integrated Strategy, we know that leaders face unrelenting demands and increasing pressure in their roles. Many, especially women and people of color, experience isolation and burnout in organizations that have not yet developed more inclusive cultures. The sacrifices take a significant toll, and as a result, leaders struggle. So, we start with Wellness because we care about people. We start with Wellness because when leaders struggle, organizations suffer.

If you haven't already, I encourage you to commit to your own wellness as part of your personal and professional development. You deserve it.

In over 20 years in campus leadership roles and nearly a decade as a strategy consultant, I have found that the connections between healthy and supported leaders, successful organizations, and well-served students remain strong and reliable. The impact that organizations strive to achieve in the world relies on leaders' capacity to inspire growth, change, and progress in people and organizations. When leaders thrive, organizations rise. 

I look forward to sharing more about the journey in Executive Formation and supporting higher education leaders and teams in their development this year.