Business is stressful at the best of times. Add a pandemic, war-driven supply shocks, rising energy prices, inflation, and recession fears, and leaders can quickly feel like they are carrying the whole enterprise on their back. That instinct is understandable, but it is also dangerous.
In tough markets, leaders are expected to be the rock for their teams. Yet the real job is not to become a martyr to overwork. It is to stay clear-headed, preserve judgement, support the team, and keep the business moving through uncertainty. That is what leadership looks like when conditions get ugly.
Why do leaders need to protect themselves during a crisis?
Leaders need to protect themselves because when the leader collapses, the team loses its anchor. In a crisis, endurance matters, but judgement matters more.
Post-pandemic business conditions have made this painfully obvious across Japan, Australia, the US, and Europe. Executives in hospitality, retail, logistics, manufacturing, and professional services have all faced different versions of the same pressure: unstable demand, staff anxiety, supply chain disruptions, and relentless financial stress. In that environment, leaders often feel they must work longer and harder to prove they are in control. The problem is that exhaustion does not produce authority. It produces mistakes. Like the captain of a sailing ship in rough weather, the leader’s job is to guide the vessel safely, not to panic and exhaust themselves on deck.
Do now: Protect your own energy as a business asset, not a personal indulgence. A tired leader cannot create confidence, make sound decisions, or steady the crew.
Does working longer hours make leaders more effective?
No, working longer hours does not automatically make leaders more effective. In fact, long hours under pressure often reduce decision quality, strategic thinking, and emotional control.
A leader working eighteen hours a day may look heroic, but the maths tells a different story. If that leader has ten team members each working eight productive hours, the team generates far more total capacity than the boss ever could alone. The leader’s job is not to outwork the team; it is to align, focus, and direct that combined effort. Research on executive fatigue and performance has consistently shown that sleep debt, chronic stress, and mental overload damage concentration and judgement. That is true whether you are running an SME in Brisbane, a sales team in Tokyo, or a multinational division in Singapore. Frenetic activity feels useful, but it often hides poor leverage.
Do now: Stop confusing personal overwork with leadership value. Reinvest your time into prioritising, coaching, and clearing obstacles so the team’s eighty hours beat your eighteen.
What happens when leaders make decisions while exhausted?
Exhausted leaders make foggy decisions, and foggy decisions are expensive. When your brain is crowded by stress, worry, and fatigue, you stop seeing options clearly.
This is where many businesses enter a dangerous loop. The pressure rises, so the leader works even harder. Because they are tired, they make poorer calls. Those poorer calls create more problems, which creates even more stress. In cash-sensitive environments, especially in sectors hit hard by the pandemic or inflation, that spiral can become lethal. Preserving cash, retaining clients, keeping morale up, and choosing where to focus the team all require sharp thinking. Case studies and MBA frameworks are useful, but they do not fully prepare you for the hand-to-hand fight of survival. In those moments, clear thinking is a competitive advantage. Without it, even good businesses can slide into avoidable decline.
Do now: Treat mental clarity as mission-critical. Before making major calls on people, clients, costs, or strategy, ask whether fatigue is distorting your judgement.
What does real rest for leaders actually look like?
Real rest is not just stopping work; it is recovering physically and mentally. Lying on the sofa while your mind is still burning through worries is not recovery.
Many leaders think they are resting because they are not at the office or not on Zoom. But if their mind is replaying worst-case scenarios all night, they are not recharging. They are just being stationary. Real recovery means stepping far enough back from the chaos that the nervous system settles and the mind clears. For some leaders that may mean a full day off, better sleep discipline, a long walk, exercise, quiet time, or simply unplugging from constant messages. In Japan’s high-pressure corporate culture, as in many other markets, leaders can feel guilty about stepping away. That guilt is misplaced. Recovery is not weakness. It is maintenance. A depleted leader cannot communicate hope with conviction.
Do now: Build deliberate recovery into your leadership rhythm. Rest before breakdown, not after it, and come back with the energy to think, decide, and reassure.
Should leaders focus on doing more themselves or supporting the team?
Leaders in crisis should spend less time doing everything themselves and more time making the team effective. The leverage sits in the team, not in heroic solo effort.
A common mistake in difficult periods is for leaders to dive into deals, firefighting, client calls, and problem-solving while leaving the wider team to “work it out”. That feels decisive, but it often wastes the biggest advantage a leader has: multiplied effort. Whether in B2B sales, consulting, manufacturing, or services, the leader gets far more impact by ensuring people are doing the right things in the right way. That does not mean micromanaging. It means supporting, communicating, clarifying priorities, and keeping people aligned around survival and growth. Startups, family firms, and large corporations all face this same truth. The best leaders become a force multiplier. They do not hoard the burden; they distribute capability.
Do now: Shift from personal output to team output. Invest in communication, coaching, and priority-setting so the team can act with confidence and consistency.
How can leaders stay optimistic when business conditions are brutal?
Leaders must become the fountain of optimism and hope, even when conditions are brutal. That optimism cannot be fake; it has to be grounded in energy, clarity, and believable action.
When people fear for their jobs, clients, or the future of the company, they watch the leader closely. They do not need spin. They need a survival narrative: here is what is happening, here is what matters now, here is what we are doing, and here is why we still have a path forward. During recessionary periods, the leader’s emotional tone spreads quickly through the organisation. If the captain looks frantic, the crew feels doomed. If the captain looks calm, realistic, and purposeful, people can keep moving. This is why stepping back for perspective is sometimes the strongest move a leader can make. A higher view of the battlefield often reveals better routes through the mud and blood.
Do now: Give your team realistic hope. Reset your energy, clarify the plan, and communicate with conviction so people know what to do next and why it matters.
Conclusion
The old saying says that when the going gets tough, the tough get going. In modern business, that idea needs an upgrade. When the going gets tough, the best leaders do not simply grind themselves into dust. They step back, recover, think clearly, and then re-enter the fight with better judgement.
That is not softness. That is leadership. Protect yourself so you can protect the team. Use your energy where it counts most: making decisions, creating direction, supporting people, and preserving the business. Yesterday’s solutions do not always fit today’s pressures. Smart leaders recognise that survival is not about working longest. It is about leading best.
Next steps for leaders
Audit your current energy, sleep, and decision quality. Identify where overwork is replacing leverage. Reset team priorities for the next 30 days. Create a simple, honest survival narrative for staff. Schedule recovery time before stress makes the decision for you.Author bio
Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie One Carnegie Award (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales, and presentation programmes, including Leadership Training for Results.
He has written several books, including the best-sellers Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery, along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His work has also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダー).
Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan’s Top Business Interviews, followed by executives seeking practical success strategies for Japan.
