Understanding the impact of our decisions happens at different stages in life. We’ve all experienced the figurative—and sometimes literal—black eyes from poor choices. During my military career as an Army Rotary Wing Aviator, my appreciation for sound decision-making—both in garrison and during combat operations—evolved over time. Like any other organ or muscle, the brain needs cycles of activity, rest, and recovery.
Aircrews study the effects of both acute and chronic fatigue. These conditions elevate operational risk and can be catastrophic. A fatigued leader may not be flying, but they’re still making critical calls on operations, crew selection, and risk assessments.
Now bring that lens to the business world. Leadership fatigue isn’t as visible as a tailspin, but the impact is just as dangerous. Business leaders find themselves in similarly risky situations—often self-imposed. As the company grows and the pressure to perform intensifies, many leaders unconsciously shift to a defensive posture. Like the body prioritizing vital organs under stress, leaders protect the business at the expense of their own well-being and the health of their teams.
As teams grow, many leaders struggle to delegate. The natural drift is to take on more, not less. But in doing so, many leaders find themselves still involved in everything. The reasons vary—from “I’ve always made those decisions” to deeper issues like lack of trust or confidence in others’ capabilities. The result? The owner or leader ends up making more decisions than ever before—leading to decision fatigue.
Then come the health sacrifices: eating on the go, missed meals, working through meals, or skipping workouts. Nutrition and exercise aren’t optional—they’re essential tools for stress management and mental resilience.
Your tone changes depending on the time of day or your energy level. Decision fatigue sets in, and suddenly you’re responding to your team, your clients—even your family—with less patience and less clarity. It’s not about intent. It’s about capacity. The team begins to hesitate, avoid sharing problems, or hold back support—trying to protect you from yourself
“The day soldiers stop bringing you their problems is the day you have stopped leading them.” — General Colin Powell
From my work guiding leadership teams, I’ve seen this cycle play out across industries. The problem isn’t that the business is broken. It’s that it’s outgrown how it operates. What got you here—your grit, your drive, your ability to push through—won’t get you where you want to go. In fact, it might be the very thing holding you back.
Here’s what I tell clients: if your calendar runs your day, if every problem still finds its way to you, if you don’t have the space to think—you’re not failing. You’re just flying fatigued. And there’s a better way to lead.
The best leaders I’ve worked with aren’t the ones with the most answers. They’re the ones who’ve built teams that think, decide, and lead with them—not because they had to, but because the structure demanded it and the culture rewarded it.
You don’t have to carry it all.