Why Leaders Need Rest, Recovery, and Reflection to Thrive

Limping to the finish line? You’re not alone.

Let’s be honest. Many of us – leaders, teams, entire companies – are crawling towards the year’s end.

It’s been an exhilarating year for Symbia, full of growth and opportunities, but also one marked by challenges.

Growth, as we all know, comes with growing pains.

And right now, I’m juggling exhaustion with the demands of home life – my six-year-old is beside me as I write this, battling a fever.?

It’s a reminder that, for leaders, life doesn’t neatly pause or slow down just because the calendar is ticking over.

The same goes for rest.

We often assume that “not working” automatically equals recovery, but let’s face it: many of us default to takeout dinners, festive films, and late-night scrolling instead of true recharging.

Rest isn’t the absence of work – it’s an active choice.

As our friend Aldo Kane often says:

Rest and recovery need to be intentional.

Think of it this way: just stopping intense work doesn’t automatically put your body and mind into recovery mode.?

True rest comes from sending the right signals to your parasympathetic nervous system. It’s about movement, connection, and nourishment:

• Gentle movement like walking in nature or yoga.
• Healthy food choices, even when temptation strikes at every Christmas party.
• Authentic connection with people who help you decompress and feel supported.

Leadership is hard – and lonely at times.?

That’s why creating a circle of confidants to share your challenges and gain perspective is so vital.

Understanding and Managing Polarities

These challenges highlight what Barry Johnson refers to as "polarities" – interdependent pairs that work together towards a common goal, existing side by side.

Unlike problems that can be solved, polarities need to be managed over time.

A prime example of this is the ongoing balance between working from home and being in the office – something many organisations are grappling with.

By recognising and mapping these polarities, leaders can pinpoint where to direct their energy and steer their teams with more clarity.

To manage polarities effectively, here’s a simple approach:

• Identify the polarity: Recognise the interdependent pairs that are relevant to your situation.
• Map the polarity: Use tools like polarity maps to get a clear picture of the positives and challenges at either end of the spectrum.
• Assess the current state: Take stock of where your organisation stands within the polarity.
• Develop strategies: Come up with action plans that play to the strengths of each pole and minimise the drawbacks.
• Monitor and adjust: Keep an eye on how your strategies are working and make adjustments where necessary.

If you’d like to dig deeper into polarity management, Barry Johnson’s work is a great resource.

His book "Polarity Management: Identifying and Managing Unsolvable Problems," offers a solid framework for navigating these tricky dynamics.

If there’s one thing that defined 2024, it’s the relentless pace of change.?

Whether it’s AI transforming industries or client expectations ramping up, leaders are being pushed to move faster, deliver more, and maintain high quality.

How do you handle this?

It’s all about managing polarities – those seemingly contradictory demands that exist simultaneously, like:

• Agility vs. depth of thought
• Speed vs. quality
• Responsiveness vs. considered decision-making

These aren’t problems to “solve” but realities to navigate.

Polarities require balance, and understanding the poles you’re managing helps you decide where to lean in and where to pull back.

Here’s a practical example: working from home vs. being in the office.?

Each has its benefits and downsides, and leaders must balance the two based on team needs and organisational goals.

Or take the classic business polarity of price vs. volume:

• Lowering the price increases volume but risks diluting your brand’s value.
• Raising the price improves margins but limits demand.

Managing these trade-offs isn’t easy, but being aware of them is the first step.

Heading into 2025: What matters most?

As you prepare for the new year, take some time to reflect on the polarities in your life – both personal and professional.

Is your current balance serving you?

What could you shift to make 2025 a more intentional, fulfilling year?

Most importantly: switch off. Really switch off.

You’re not as indispensable as you think.?

The world – and your industry – can survive without you for a few days.?

Your family, your health, and your energy cannot.?

Use this time to rest, recharge, and reconnect with the people who matter most.

2025 will arrive in full force, whether you’re ready or not. Let’s make sure you are.

Until next year, folks.

Wishing you all the rest, recovery, and laughter you need to start 2025 on the right foot.

Jodie.