The Corporate Athlete: A Deeper Dive into the Challenges of Effectively Managing Energy

By Craig Libby, Senior Advisor

The Hidden Costs of Poor Energy Management in Leadership

In the first article of this three-part series, we introduced the concept of the Corporate Athlete, explored how they differ from professional athletes, and examined the challenges executives face. In this second article, we will go deeper into each facet of energy—namely, physical, mental, emotional, and spiritual.

In today’s high-stakes corporate environment, executives face an insatiable demand for productivity, decision-making, and resilience. However, the widespread belief that longer hours and ceaseless work drive success is not only flawed, but detrimental. While the first article introduced the concept of the Corporate Athlete, this article delves deeper into the specific challenges that prevent executives from effectively managing their energy and sustaining high performance.

The Vicious Cycle of Overwork and Exhaustion

Many leaders fall into a dangerous cycle: long hours lead to exhaustion, which diminishes cognitive function and emotional regulation, leading to suboptimal decisions that further increase workload. This cycle perpetuates itself, making burnout inevitable. Studies show that chronic stress impairs the prefrontal cortex, the brain’s center for decision-making and problem-solving. Consequently, executives who operate in a state of prolonged fatigue are not just working harder—they are working less effectively.¹

Cultural Expectations: The 24/7 Hustle Mentality

Corporate culture has long glorified the idea that the hardest workers are the most successful. Phrases like “first in, last out” and “grinding through” reinforce the notion that rest is a luxury rather than a necessity. This pressure is compounded by the expectation that executives remain constantly available, responding to emails at all hours and attending back-to-back meetings without pause.²

For many executives, admitting to exhaustion can be seen as a weakness. Instead of prioritizing recovery, leaders push through, ultimately sacrificing long-term productivity for short-term responsiveness. The result? Companies plagued by high turnover, disengaged teams, and declining leadership effectiveness.³

The Mismanagement of Physical and Mental Energy

While elite athletes train meticulously to sustain peak performance, most executives operate without a structured approach to energy management. Physical neglect—poor sleep, nutrition, and exercise—creates a ripple effect that diminishes emotional and cognitive energy. Leaders who skip meals, rely on excessive caffeine, and sacrifice sleep may feel temporarily alert but are unknowingly draining their long-term stamina.⁴

Mental exhaustion is another overlooked challenge. Endless Zoom calls, fragmented attention due to constant notifications, and the pressure to make high-stakes decisions with minimal reflection time lead to cognitive fatigue. Research suggests that decision fatigue—the deterioration in decision-making ability after a long sequence of choices—can result in poor judgment, impulsivity, and avoidance behaviors.⁵

The Emotional Toll of Leadership Pressure

Beyond the physical and cognitive burdens, leadership carries an immense emotional weight. Executives must inspire teams, navigate crises, and maintain composure under pressure. However, emotional energy is finite. Without deliberate restoration—such as engaging in meaningful conversations, practicing mindfulness, or taking breaks to reset—leaders risk emotional burnout.⁶

The Spiritual Energy Crisis: Losing Purpose and Meaning

While physical, emotional, and mental exhaustion are commonly discussed, spiritual energy depletion is often overlooked. Spiritual energy extends beyond religion—it encompasses purpose, fulfillment, and alignment with one’s values, all of which drive meaningful work. When leaders lose touch with their purpose, even the most successful careers can feel empty.⁷

Many executives struggle with a disconnect between their personal values and the demands of corporate life. The relentless pursuit of profits, shareholder expectations, and the pressure to meet quarterly targets can sometimes force leaders into making decisions that conflict with their deeper beliefs. This misalignment can lead to frustration, disengagement, and a growing sense of dissatisfaction.⁸

The Absence of Strategic Recovery

One of the most critical yet neglected aspects of energy management is recovery. Unlike professional athletes, who prioritize rest and rehabilitation, executives rarely schedule time for intentional recovery. Instead, vacations are spent catching up on work, and weekends are filled with unfinished business rather than true relaxation.⁹

Conclusion: Recognizing the Cost of Energy Depletion

Energy is only renewable when it is actively replenished. Leaders must first recognize the hidden costs of poor energy management—diminished performance, weakened leadership presence, and increased risk of burnout—before meaningful change can happen.

In the next article, we will explore actionable strategies for managing all forms of energy, ensuring that executives not only perform at their best but also lead with purpose, resilience, and fulfillment.

—

References

1. McEwen, B. S. (2017). The End of Stress as We Know It. Dana Press.
2. Perlow, L. (2012). Sleeping with Your Smartphone: How to Break the 24/7 Habit and Change the Way You Work. Harvard Business Review Press.
3. Maslach, C., & Leiter, M. P. (2016). Burnout: The Cost of Caring. Malor Books.
4. Walker, M. (2017). Why We Sleep: Unlocking the Power of Sleep and Dreams. Scribner.
5. Baumeister, R. F. (2011). Willpower: Rediscovering the Greatest Human Strength. Penguin Press.
6. Goleman, D. (2013). Focus: The Hidden Driver of Excellence. Harper.
7. Loehr, J., & Schwartz, T. (2003). The Power of Full Engagement: Managing Energy, Not Time, Is the Key to High Performance and Personal Renewal. Free Press.
8. Pink, D. (2009). Drive: The Surprising Truth About What Motivates Us. Riverhead Books.
9. Schwartz, T., & McCarthy, C. (2007). Manage your energy, not your time. Harvard Business Review, 85(10), 63-73.