The Invisible Load of Leadership

“Sarah” is real senior executive. Her name is disguised, but her story is genuine. Sadly, her story is also all too real and familiar.

Sarah has experienced multiple bouts of burnout in her leadership career. She realized work had taken over her life and saw no option but to step back from the role she loved into a smaller, individual contributor role. [1]

Her story reflects a wider reality. Leadership comes with the pressure to stay “always on,” to absorb others’ emotions without showing strain, and to project calm even when things behind the scenes are anything but.

These demands may go unnoticed, but they take up real space in your head, your calendar, and drain your energy.

And these demands are on the rise. A 2025 global survey of senior leaders across a wide range of industries found that 56 percent of respondents experienced burnout. [2]

Top reasons included external global and economic factors, and internal challenges such as overwork, lack of leadership support, and taking on extra responsibilities because of high turnover in senior roles.

This article explores what that invisible load can look like, and how to start letting go of the things that no longer serve your leadership.

What Does the Invisible Load Look Like?

The invisible load is the emotional and cognitive burden of work that isn’t formally assigned, recognized or rewarded, but is still expected.

These responsibilities rarely show up in job descriptions or project plans, but they may feel like they take up disproportionate space on your to-do list, leaving little room for the things that really make a difference.

Here are a few examples:

• Mediating tensions between team members.
• Carrying others’ stress while having nowhere to offload your own.
• Monitoring team wellbeing alongside performance.
• Carrying organizational culture through change or crisis.
• Managing upwards by anticipating your boss’s or shareholder’s needs.
• Taking on non-promotable tasks like writing board pre-reads or being the go-to for “just sense-check this.”
• Projecting optimism even when it doesn’t reflect how you feel.

Left unchecked, this invisible work affects how you feel and shapes how you lead. When you’re holding both operational and emotional weight, there’s little space to reflect, recharge, or think clearly.

And because leadership performance is often measured in outcomes not effort, it can leave even experienced leaders wondering, “Why does this feel so hard when I’m doing everything right?”

The Invisible Load Is Not Just a Corporate Problem

While much of the research focuses on executives in large organizations, the invisible load affects leaders at every level.

A U.K. survey found that one in five SME leaders feel overwhelmed, rising to 35 percent among younger leaders. [3] Whether you lead a global firm or a growing business, the weight can be too much.

The Invisible Load Isn’t Always Equally Shared

The invisible load affects all leaders, but it shows up differently. Identity often shapes what you’re expected to carry, whether that’s emotional support and "people work" for women, or the pressure to suppress vulnerability for men.

Women are also more likely to take on non-promotable tasks to the tune of up to 200 hours more a year than their male colleagues. [4]

This isn’t about comparing struggles, but recognizing that unequal expectations still carry weight, and the particular resonance that delegation can have for women leaders.

Delegation: Lightening the Load for Real

Delegation is a key leadership skill in its own right. Whether you're following Eisenhower’s Urgent/Important Matrix, the 5 Levels of Delegation, or the When, Who, How model, the goal is the same: to free yourself up to focus on the work that truly needs your attention.

Leaders often hold on to tasks they’re great at, because they’re fast, familiar or satisfying. But as the saying goes, “What got you here won’t get you there.”

Delegation isn’t about losing control; it’s about creating space for others to grow, and for you to lead at the right level. It requires honesty and a leap of faith, but it could unlock a new, more freeing phase of your leadership.

Here are a few ways to rethink delegation:

• Audit your time. Track how you spend your day for a week, then sort it by “must do,” “could delegate,” and “why am I still doing this?” You might be surprised by what sneaks in.
• Reflect on your “grip.” Are you holding onto something because you love it, or because it’s truly yours to lead? Letting go of the familiar, even when you’re great at it, creates room.
• Build team capacity. Delegate in a way that gives others a chance to grow. Think about who needs a stretch, not just who has capacity.
• Delegate emotionally, not just operationally. Bring others into the interpersonal work of leadership, whether that’s reinforcing team behaviors or supporting colleague wellbeing.

More Ways to Lighten the Load

Letting go doesn’t mean stepping back or disengaging. It means getting clearer on what’s all on you and what isn’t. Here are more practical strategies:

1. Name What’s Invisible

Keep a short journal for a week of the tasks, conversations or responsibilities that feel disproportionately draining, fall outside your true role, and go largely unacknowledged. What patterns show up?

Doing this with a line manager, mentor or trusted peer can be especially helpful because they can challenge you on what you’re holding onto that no longer needs to be yours.

2. Reframe What Good Leadership Looks Like

Many leaders unconsciously equate being busy with being effective. Try redefining success as influencing upwards, or empowering your team, and see what changes.

3. Say No (or “Not Now”)

Saying no is one of the most underused leadership skills but also one of the most vital. It’s easy to default to yes, but sustainable leadership means recognizing when to protect your energy.

Done well, saying no doesn’t damage relationships. In fact, it can build trust. Try, “That’s important, and I’m concerned I couldn’t do it justice right now.”

Letting Go During Leadership Transitions

The invisible load is often heaviest during transitions: stepping into a new role or taking on a highly visible project.

In these moments, it can be hard to know what to leave behind. You might cling to old tasks that once made you feel capable or hesitate to delegate because you’re still earning trust.

McKinsey reports that between 27 percent and 46 percent of leadership transitions are regarded as failures or disappointments two years in, often because leaders aren’t supported to reset their role and responsibilities as they evolve. [5]

Questions to Ask Yourself During Leadership Transition

Category

Prompt

Team needs

What does my team now need from me and what don’t they need?

Legacy habits

What expectations am I holding onto that no longer match this role?

Focus and Impact

Where can I create the most value now, and what can I let go of?

Your Leadership Load, Reconsidered

• Leadership is full of invisible pressures. But not all of them belong to you.
• Getting clear on what you’re carrying (and whether it’s moving you forward or holding you back) is so important for your wellbeing.
• Learning to let go and delegate makes your leadership sustainable, builds stronger teams and creates space for the work that really matters.
• You don’t have to take on everything. You just have to do what matters most and do it well.

Frequently Asked Questions

What exactly is the "invisible load" in leadership?

It’s the unspoken, unassigned work, such as emotional labor, team mediation, or unofficial responsibilities. Work that consumes time and energy without formal recognition or reward.

Isn’t delegation just passing off work I should be doing?

No. Effective delegation enables others to grow while allowing you to focus on leadership priorities. It’s a way to lead smarter, not do less.

How can I tell what to let go of during a leadership transition?

Ask yourself what your team really needs from you now, what habits no longer serve your role, and where your unique impact lies.

Can saying "no" damage my credibility as a leader?

Done well, saying no actually builds trust. Framing it thoughtfully shows self-awareness and a commitment to delivering real value.