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For CEOs, putting on their oxygen masks first means prioritizing their mental, physical, and emotional wellness.
When the Covid-19 pandemic struck in 2020, it brought unprecedented uncertainty, including a break in a 10-year run of economic stability. CEOs had cozied into a relatively consistent and predictable business environment; they thought they knew what to expect and how to plan for it. However, the pandemic ushered in a new era marked by rapid disruption, unpredictability, and uncertainty.
The state of burnout among CEOs
Looking back at Q2 of 2020, Vistage’s quarterly survey tracking CEO sentiment suddenly dropped 19.2 points from the previous quarter. A state of uncertainty and fear left many CEOs frozen in place while the specter of a sci-fi pathogen loomed. As the pandemic continued to wax and wane for years, the index experienced significant volatility. It whipsawed from its Q2 2020 low to a peak just four quarters later in Q2 2021, only to plunge back down exactly a year later in Q2 2022.
CEO sentiment subsequently bottomed out at the low end of its range. After remaining relatively stable—albeit sluggish—it peaked again in December 2024 with the entry of a new administration into the Oval Office, only to reverse its gains when the federal government introduced its “on again, off again” tariffs and trade policy changes in Q1 2025.
The effects of uncertainty and rapid change
Over the last five years, CEOs have been forced to open their aperture of uncertainty and embrace rapid change. They’ve had to throw out every book on business and reimagine what success looks like and how to achieve it. Over time, this prolonged state of disruption and uncertainty has, unsurprisingly, taken its toll on the workforce, customers, and CEOs themselves, who often shoulder the brunt of the rapidly changing business environment while trying to project a demeanor of calm and decisive leadership.
It’s no wonder that nearly a quarter of CEOs report experiencing feelings of burnout daily or frequently in Q2 2025, with a whopping 44 percent stating they occasionally feel the pressure. In open-ended responses about the causes of burnout, CEOs cited overwork, lack of delegation, long hours, and working “in” the business rather than “on” it. Many say they are being stretched thin due to insufficient support from their leadership teams or being responsible for too many roles.
Some choose to bury their stress and move on, but many more are taking proactive steps to condition their body and mind to deal with the volatility and uncertainty of 2025 and beyond. Here are five of their essential resilience training tactics.
1. Physical activity
Nearly 73 percent of CEOs prioritize regular physical activity, which is known to relieve stress, especially during times of uncertainty. However, while 83 percent agree that movement plays a meaningful role in improving their patience, mood, and decision making, 50 percent find that their schedule often interferes with their ability to exercise. CEOs must be willing to protect their calendars to ensure physical fitness is non-negotiable.
2. Preventative medical care
Proactive health measures are key to maintaining optimal health, with 71 percent of CEOs saying they proactively address minor health concerns before they become significant issues. Additionally, 81 percent report staying current with preventive health measures, including annual physicals, blood work, and screenings.
3. Diet and nutrition
Sixty-four percent of CEOs say vitamins are a key part of their preventive health routine.
4. Mental health
Mental health is a priority for CEOs. It’s just about finding what fits best into their schedules consistently. Forty-two percent of CEOs intentionally build time into their schedules to mentally recharge. Some report engaging in spiritual practices (daily prayer, attending mass), while others highlight cognitive recovery, therapy, or meditation. These practices help them find a sense of groundedness, especially in moments of rapid change and uncertainty.
5. Sleep and recovery
While 40 percent say they struggle to get the right amount of sleep, leaders widely emphasized the importance of adequate sleep and structured rest. Many CEOs are using sleep technology (e.g., Chilipad, Oura, trackers), while others rely on recovery tools (e.g., massage, sauna, cold plunge) or dedicated time to disconnect.
The business landscape is unlikely to become more predictable anytime soon. Airline flight attendants have long emphasized the importance of securing one’s own oxygen mask before assisting others. For CEOs, this means prioritizing their mental, physical, and emotional well-being to ensure they are ready to lead their business—and their people—through perpetual uncertainty.
This post originally appeared at inc.com.