Leadership for Sustainable Humanity
The Case for Meaning, Purpose, and Connection
While many of us are focused on end-of-year activities, two major studies released last week suggest a solution to the sobering picture of our workplaces and societies: meaning.
Gallup's latest research on The Great Detachment and Voluntฤsโ the Global Meaningfulness Index reveals a deepening crisis: people are staying in jobs that drain them, while meaning feels increasingly elusiveโeven in the wealthiest, happiest nations.
Gallupโs study revealed that 59% of employees feel disengaged at work, and 18% report feeling miserable. Coined โThe Great Detachment,โ Gallup explains that people are detaching mentally and emotionally from their jobs, staying in jobs that drain their energy and purpose simply because they feel they have no better options.
Since we know a critical connection exists between employee engagement, overall well-being, and organizational outcomes, the Great Detachment is terrible news for the workplace(1). But itโs also bad news for individuals: a disconnection from meaningful work is one of the greatest disconnections of our time, leading to further loneliness, depression, and other mental health challenges (2).
Right on time to offer further proof and a solution, the Global Meaningfulness Index by Voluntฤs uncovered a paradox: meaning feels increasingly out of reach in wealthy, well-resourced nationsโincluding those that consistently top global happiness rankings. In contrast, people in less-resourced countries report higher levels of meaning in their lives, highlighting what we all instinctively know: material wealth alone does not equate to fulfillment.
When combined with what I call an emotional recession, these findings reflect a collective depletion of energy, morale, and connection, one that we should all care about (3).
Imagine trying to power a city with a depleted grid. Thatโs what our workplaces are like in this emotional recession. The energy that fuels innovation, collaboration, and growth is running dangerously low, with burnout, disconnection, and mental health struggles acting as rolling blackouts across industries (4).
As the author of the forthcoming book, Live Your Opus, a mindset and method for attaining healthy, sustainable, meaningful growth and success, I was keen to review the findings of Voluntฤs' Meaningfulness indexโnewly created and launched last weekโwhich invites a โshift in perspective. By prioritizing meaning over mere material progress, we can create societies that are prosperous and rich in the aspects that make life worth living.โ (5)
Humanity without meaning does not prosper. And a society that doesnโt prosper isnโt sustainable.
So, what does this mean for leadership?
Addressing these challenges doesnโt mean having all the answers. Instead, itโs about leaders asking better questions: How can we foster real meaning and connection in our workplaces? What investments will truly sustain people and performance? The answers will not just define the future of work and leadershipโthey will determine our future.
Looking ahead, I see three leadership imperatives (shared in detail below):
Oxygen First for Leaders
Align Work on Purpose
Measure What Matters
I had the pleasure of sharing my views on leadership for sustainable humanity at theย Creating Healthy Organizations Conference,ย where I participated in a fantastic panel moderated by
.The discussion powerfully portrayed the challenges these trends present to leaders already facing increased emotional demands at work.
As Dina Denham Smith shared, โLeaders now must support their teams' mental health and burnout (while managing their own), build trust with and motivate a remote and diverse workforce, allay employee fears of obsolescence while driving the integration of new technologies like AI, and demonstrate bottomless sensitivity and compassion while still delivering results at a relentless pace.โ (Note: You can pre-order a copy of Dinaโs new book with her co-author, Alicia Grandey: Emotionally Charged: How to Lead in the New World of Work.)
In todayโs newsletter, Iโll explain why I think weโre in an emotional recession and outline the three leadership imperatives I see as essential to leading for human sustainability.
What is an Emotional Recession?
An emotional recession, like an economic one, signals a widespread and unsustainable depletionโthis time of energy, morale, and human connection. Itโs not just burnout; itโs a collective sense of detachment and exhaustion from ourselves, one another, and the work we do. For leaders, this signals an urgent need to replenish human energy, the essential resource that fuels innovation and growth.
Iโve shared many figures already because the numbers tell the story: 42% of women and 35% of men feel burned out, while 62% of employees prioritize mental health but feel unsupported by their employers (6). A McKinsey study found that 45% of leaders report feeling overwhelmed โmost of the time,โ underscoring the urgent need for systemic support (7). This is the heart of the emotional recessionโa systemic crisis that demands systemic solutions.
This emotional recession is unsustainable. Today, leadership is an exercise of endless sacrifice when it should be one of building sustainable strength. The human energy that fuels innovation and growth is running dry, and without intervention, the ripple effects will be felt across industries, economies, and societies.
Itโs a wake-up call for all of us, and the implications for already stretched leaders are huge. The old playbook of productivity at all costs no longer works. Leadership must evolve to focus on fostering meaning, connection, and sustainable practices that align work with lifeโs deeper purpose while sustaining company performanceโand that requires new paradigms.
Three Leadership Imperatives
1. Oxygen First For Leaders
Leaders are the first line of humanity in any organization, yet many are running on empty. A Deloitte study found that 82% of C-Suite executives report feeling exhausted physically, mentally, or emotionally, and 70% are seriously considering leaving their roles to escape burnout and find a role that better supports their wellbeing (8).
This detachment isnโt just a personal problemโit creates ripple effects throughout teams and organizations. When leaders are depleted, burnout cascades through the organization. But when leaders model well-being, they develop cultures where humanity and resilience thrive.
So, we must help leaders โput their oxygen masks on first.โ This starts with reconnecting them to themselves and their work. Reflective practices, meaningful breaks, and fostering vulnerability can restore energy and clarity. For most, carving out time to counter the effects of ongoing stress is difficult, so simple โwell-beingโ activities cannot accomplish this. It will take a concerted effort, including ongoing coaching for individual leaders and leadership teams.
When leaders prioritize their well-being, they model what it means to lead with humanity and resilience. They can then deliver that for others, inspiring cultures where people can thrive rather than just survive.
2. Align Work on Purpose
The old model of successโachievement at all costsโis broken. It has left people burned out, disengaged, and disconnected from what truly matters.
The new model ties work to lifeโs larger purpose. Work isnโt separate from life; itโs part of what I call a personโs Opusโtheir symphony of lifeโand every role, project, and connection can contribute. When work aligns with personal values, it amplifies meaning, engagement, energy, productivity, performance, and innovation. When it doesnโt, it creates personal and organizational discord.
Voluntasโ research revealed that โBeing free from work dilutes meaning in life.โ So the answer isnโt to sit in roles we donโt enjoy or leave our jobs and go without work; the answer is for work to better align with peopleโs values and aspirations. The closer it aligns, the more meaning and energy it brings. But when work feels disconnected, people risk becoming disengaged and depleted.
Engagement and satisfaction dramatically improve when people see their work as part of a larger purpose they care about. Leaders can play a critical role by fostering alignment between individual and collective purposes. This might mean adapting roles, offering development opportunities, or supporting employeesโ personal growthโeven if that means preparing them for roles outside the organization.
Aligned employees are more engaged, resilient, and motivated to contribute fully. Theyโre not just working for a paycheck; theyโre working for what matters to them and simultaneously satisfying their financial goals. The ripple effect extends beyond the individual and the organizationโit contributes to a more connected, prosperous society.
3. Measure What Matters
To foster human sustainability, we must measure what works. Metrics are often seen as the domain of profit and productivity, but what about the metrics that drive those outcomes?
What practices enhance both well-being and business outcomes?
How do purpose and alignment impact engagement and retention?
How do leadersโ actions influence both human and financial results?
Research from the American Psychological Association found that companies investing in mental health and purpose-driven leadership saw a 200% return on investment through reduced turnover and increased productivity (9).
Why This Matters
Very often, executives tell me that wellbeing pertains to their lives, not their leadership or work. I remind them that weโre each one person, in one mind and body. So, if youโre not well, youโre not wellโit doesnโt matter whether the root cause is work or home; the effect is the same.
What about you? I'd love to hear about your experiences cultivating and sustaining wellbeing and meaning for yourself, as a leader supporting others, or across your organization.
Iโm Janine Mathรณ, and Iโm writing Live Your Opus, a book for ambitious people who crave deeper meaning, fulfillment, and direction but sometimes struggle to break through (forthcoming 2025). As always, thanks for being here. If this resonates, please share this letter with others who might benefit. Thank you!
Until next time, be well!
I publish on Substack twice weekly, on Mondays & Thursdays, and LinkedIn on Thursdays. The format of this letter is evolving as I write my book, so I look forward to your comments and input. Subscribe and join 600+ people reading my letters. You can learn more about me and my work here.
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