Latest / Executive Careers with Fexingo: VP, C-Suite, and Senior Leadership Career Strategy / How Executives Exit a Role Before Burnout
Transcript
- Lucas: So, Luna, we talk a lot about how to take on bigger roles, but we rarely ask the harder question: when is the right time to walk away before you hit a wall? Luna: You mean, like, recognizing burnout before it becomes a full-blown crisis? Lucas: Exactly. And I'm not talking about the occasional rough quarter. I'm talking about that slow, creeping exhaustion that starts to affect your judgment and your health. There's a Harvard Business Review study from last year that found 42 percent of executives report persistent exhaustion, and many of them didn't see it coming until it was almost too late. Luna: Forty-two percent. That's staggering. And I bet the real number is even higher because executives are notoriously bad at admitting they're struggling. Lucas: Right. There's this pressure to appear indefatigable. But the cost is real. I remember a chief operating officer at a large tech company — she left her role in 2024, and in her exit interview she said the turning point was when she realized she was making decisions purely reactively. She'd stop asking 'what's the right move' and instead just ask 'what will stop the bleeding right now.' Luna: That's a frightening place to be. When you're just putting out fires, you're not leading anymore. You're managing your own anxiety. Lucas: Yeah. And that's what we want to dig into today: how do you spot the early signs, and then how do you exit in a way that protects your reputation and your well-being? Because there's a right way to leave and a wrong way. Luna: Let's start with the signs. What should someone actually be looking for? Lucas: So, the first thing is a shift in your relationship with your work. You used to find new challenges exciting; now they feel like burdens. A client of mine, a chief financial officer, told me he knew something was off when he started dreading his Monday morning leadership meeting — not because of the content, but because he just didn't care anymore. That loss of curiosity is a huge red flag. Luna: I've seen that in others too. There's a certain flatness in their voice. They're still performing, but the spark is gone. Lucas: Another sign is a spike in cynicism. You start making jokes about the company or your colleagues that have a sharper edge than they used to. It's a defense mechanism, but it's also a signal that you've emotionally detached. And then there's the physical stuff — sleep problems, irritability, that constant low-grade feeling of being on edge. Luna: So what do you do if you recognize these signs in yourself? I mean, you can't just quit on a whim, especially at that level. Lucas: Right, and that's why we need a systematic approach. I call it the three-step burnout audit. The first step is to honestly assess your energy across different parts of your role. Are you drained by the strategic work, or is it the people management? Or is it the internal politics? You need to pinpoint the specific energy drain. Luna: So it's not just 'I'm tired.' It's figuring out what exactly is the drain. Lucas: Exactly. The second step is to look at your recovery time. How long does it take you to bounce back from a stressful event? When you're healthy, you might need a good night's sleep or a weekend. When burnout is setting in, it takes days, maybe longer. That's a critical metric. Luna: And the third step? Lucas: The third step is to examine your support system. Who can you talk to candidly about how you're feeling? A mentor, a coach, a peer, a spouse? If the answer is 'no one,' that's a huge red flag. Because isolation amplifies burnout. Luna: That makes sense. And if the audit confirms that you're in trouble, how do you start planning the exit? Because there's a stigma around leaving a senior role for mental health reasons. Lucas: There is, but it's changing. The key is to frame it as a deliberate career decision, not a breakdown. You want to tell a story that's about growth and alignment, not about escaping. So, you might say, 'I've realized that my long-term trajectory requires a different kind of leadership challenge,' or 'I've been reflecting on my values and this role no longer fits.' Luna: It's interesting because it's essentially a rebranding exercise. You're repositioning a potentially negative situation into a strategic move. Lucas: Exactly. And you need to be careful about timing. You want to give your board and your team enough notice, but not so much that you become a lame duck. Usually, three to six months is a good window. And you should have a clear plan for transitioning your responsibilities. Luna: What about the conversation with the board? How do you bring them in without setting off alarm bells? Lucas: You want to go to your chair or your lead director first, one-on-one. You frame it as a personal reflection on your career path, emphasizing that you want to ensure a smooth transition. You don't want to present it as a problem they need to solve. You're in control, and you're being proactive. Luna: That's smart. And I'd add: have a successor in mind. If you can suggest a couple of internal candidates, it shows you're still thinking about the company's future, which can make your exit feel more collaborative. Lucas: Absolutely. And that's where the reputation part comes in. If you leave behind a strong succession plan and a team that feels prepared, your legacy is secure. People will remember that you left gracefully, not that you bailed. Luna: So what if you're not ready to leave entirely? Maybe the audit shows you're burned out, but you still love the mission and the company. Is there a middle path? Lucas: Yes, and that's where you need to negotiate for a different scope. Maybe you step down from some operational duties and focus on the strategic or external-facing parts of the role. Or you bring in a number two to share the load. The point is, you have more leverage than you think, especially if you're performing well in other areas. Luna: But what if the board or the CEO isn't receptive? What if they see it as a sign of weakness? Lucas: That's a risk. But here's the thing: if the culture punishes self-awareness, that's a bigger problem than your burnout. And it might be the final confirmation that you need to leave. You don't want to be in a place that doesn't support sustainable performance. Luna: That's a good point. And, you know, this conversation reminds me of something we've touched on before: the importance of not running on empty. But we've never really focused on the exit side. It feels like a natural extension. Lucas: It does. And, Luna, while we're on the topic of sustainable careers, I want to mention something briefly. We keep this podcast ad-free on purpose. It's a deliberate choice so we can focus on the content without any sponsorships. If that's valuable to you, and you want to support that, there's a link — buy me a coffee dot com slash fexingo. Just a simple way to keep us going. Luna: Yeah, I'm glad you mentioned that. It's a small gesture that makes a big difference, and it keeps the show independent. Thanks for those who've already supported us. Lucas: Alright, back to exits. There's one more nuance I want to cover: how to handle the emotional side. Even when you know it's the right decision, there's guilt, anxiety, maybe even a sense of failure. How do you process that? Luna: I think it's important to reframe it as a strength. Recognizing burnout and acting on it takes courage and self-awareness. It's not a failure; it's a strategic retreat. Lucas: Exactly. And I'd recommend finding a peer group of other executives who've been through similar transitions. They can provide perspective and validation that you're not alone. And, of course, working with a coach can help you navigate the process with a clear head. Luna: What about the period after you announce your departure? There's often a six-month gap where you're still in the role. How do you stay engaged without sinking deeper into burnout? Lucas: That's a great question. You need to set clear boundaries. You can say, 'I'm committed to a smooth transition, but I'm not going to take on new long-term projects.' You also want to delegate as much as possible, empowering your team to step up. And you should schedule times to recharge, because the temptation is to work even harder to prove you're not slacking off. Luna: And what about the risk that your reputation takes a hit? Some people worry that leaving a role early could be seen as a red flag in future searches. Lucas: It can, if you handle it poorly. But if you leave with a clear narrative, a solid succession plan, and a positive relationship with the board, it's rarely a negative. Recruiters understand that sometimes a role isn't the right fit, and they're more interested in how you managed the transition than why you left. Luna: So, the bottom line is: burnout is real, but it's manageable if you catch it early and take deliberate action. Lucas: Right. And the worst thing you can do is ignore it and hope it goes away. It doesn't. It gets worse, and it can end your career in a way you didn't choose. Better to be proactive and leave on your own terms. Luna: I think that's a powerful message for anyone in a senior role who's feeling the weight. It's okay to step back. Lucas: Absolutely. And maybe that's the takeaway: you don't have to burn out to prove your commitment. The most sustainable leaders know when to pause, reassess, and make a strategic move—even if that move is out the door. Luna: So, next time we're talking about taking on a new challenge, maybe we should also ask: is it the right challenge for your long-term health? Lucas: That's a great question to leave our listeners with. Think about it before you say yes to that next big role.