Natasha Olsson-Seeto, OnTalent Chief Executive and RCSA President, shares practical steps for leaders when boundaries blur and the business quietly takes the driver’s seat.
Natasha Olsson-Seeto, OnTalent Chief Executive and RCSA President, says founders and CEOs are most in their element when they are building something meaningful.
“But this initial thrill often fades as the business matures. The problems and priorities change but the pace doesn’t and that can lead to burnout, indecision and diminished clarity and focus,” Olsson-Seeto said.
“When I see this happen to leaders I work with, it’s usually because boundaries have blurred, priorities have drifted and the business has quietly taken the driver’s seat. This is a signal to pause, recalibrate and regain control.”
She describes the early warning signs as subtle but unmistakable.
“People start reacting rather than leading. The diary fills with operational noise and the work that once energised starts to feel like an obligation rather than a purpose. Leaders spend more time firefighting than thinking strategically and then realise they’re the last to get time with themselves,” she said.
Her first tip is to identify the essential things you need to lead effectively and carve out time for them.
“Fatigue often stems from isolation. Even surrounded by people, leadership can be a lonely space,” Olsson-Seeto said.
Executive coaching and mentoring programs combat this by cultivating professional relationships with peers who understand your career path and can develop your leadership potential.
As well as advocating this approach at OnTalent, she is a member of Vistage, a CEO coaching and peer advisory organisation.
“I deeply value my group connections: sitting around a table with other CEOs who share the same pressures, trade-offs and vulnerabilities reminds you that you’re not alone. It’s a space for perspective, truth-telling and renewal – things that are hard to access when you’re running at full tilt,” Olsson-Seeto said.
Her tip on this point is never lose sight of your purpose, as motivation can wane when purpose and progress become disconnected.
“The difference between leaders who sustain motivation and those who burn out usually comes down to self-awareness and discipline, not only in time management but also in energy management and optimisation,” she said.
“Sustained leaders have learned that motivation doesn’t come from momentum alone; it comes from clarity and connection. This isn’t easy when there is a lot of disruption, pressure and operational matters competing for attention, especially in small and medium businesses where leaders wear many hats.”
“Those who burn out often carry everything themselves. They feel responsible for every decision, every problem, every person. The best leaders I’ve met know how to share the load, invite challenge and nurture resilience as a daily practice, not a last resort,” Olsson-Seeto said.
She recommends protecting your time for reflection, surrounding yourself with people who stretch your thinking, and keeping sight of why your work matters.
“When overwhelm hits, step back, breathe and observe rather than react. A practical triage question to ask is: ‘What truly needs my attention today and what can be delegated, delayed or deleted?'” she said.
“I’m a big believer in routines that anchor your mindset and simplify decisions. For instance, laying out clothes the night before removes a morning decision. Another helpful routine is an early-morning reflection before the inbox opens to consider what really matters that week, not just what’s loudest.”
Leaders can reclaim agency by identifying the few things only they can do and empowering their team to own the rest.
“Also, give yourself permission to stop. Rest isn’t indulgence; it’s renewal,” Olsson-Seeto said.
She advises blocking out weekly uninterrupted CEO or leader time to think about the business, not just work in it.
“Leadership is a marathon, not a sprint, and it’s easy to forget that. Step back, reconnect with your original purpose and ask: Would I choose to build this again today? If the answer is no, something needs to shift, whether in structure, boundaries or mindset. Leaders in executive roles who experience these feelings may simply be in the wrong job,” she said.
“Surround yourself with truth-tellers, either mentors or peers, who will remind you who you are beyond the title. The most grounded leaders I know are the ones who have learned to lead from purpose, not pressure.”
“Remember that your business (or role) exists to serve your life and not the other way around,” Olsson-Seeto said.
Natasha has over 25 years’ executive recruitment experience to CEO level and extensive search experience. She has largely completed a Master of Leadership through the University of Southern Queensland.
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