How Leadership Styles Transform with Recovery
Why Great Leaders Prioritise Rest and Relaxation
In the middle of August, many of us are on holiday but may be already thinking ahead to September — new goals, fresh projects, and the re-start the month brings.
But before we accelerate into work-mode, let's think about the one thing great leaders do well: they relax and rest.
Rest as Strategy, Not Luxury
Rest isn't something you earn after achievement—it's the foundation that makes sustained high performance possible. When we create intentional pauses, we're not stepping back from leadership; we're stepping into it more fully.
Neuroscience backs this up: strategic downtime allows our prefrontal cortex to reset, improving decision-making capacity, creative problem-solving, and emotional regulation—all critical leadership competencies.
The Practical Approach: Simple Techniques for Executive Leaders
The question isn't whether rest is important—it's how to achieve it when your calendar looks impossible. The answer lies in becoming more aware of both your body and mind's need for decompression.
Start with your breath: make your exhale longer than your inhale, and you'll naturally slow your entire system down. Practise this first thing in the morning, and you'll begin to master your mindset before the day's demands take over.
The Hidden Benefits of Stillness in Executive Presence
In those precious moments of stillness, something magical happens. Fresh ideas begin to emerge naturally, our empathy for others deepens, and we regain the mental clarity that's essential for guiding teams and making important decisions.
So here's your challenge: refuse to partner with any guilt about taking time to recharge. Read that book you've been putting off. Take a walk without your phone. Laugh without mentally checking your inbox.
Because while others burn out trying to power through these last days of summer, those of us who start September with focus and energy will be ahead of the game due to one practice — we’re relaxed and well rested.
