Most organizations can tell you what their senior leaders are capable of. Succession plans, capability frameworks and performance reviews are built to answer that question. Almost none can tell you whether those leaders have the capacity to deliver what has been asked of them.
Capability is what someone can do: the skills, experience and judgment they have accumulated. Capacity is whether they can reach it today, and again tomorrow. An extraordinarily capable executive can be operating at a fraction of their capacity without it registering.
In a Deloitte and Workplace Intelligence study of 1,050 C-suite executives and 1,050 employees, 73 per cent of C-suite respondents said their job did not allow them to disconnect from work, and nearly seven in ten were seriously considering leaving for a role that better supported their wellbeing. Yet 91 per cent of executives believed their people felt cared for, against just 56 per cent of workers.
Organizations are remarkably poor at seeing declining capacity. I map it across five energy states in a framework I call the Unstoppable Leader Ladder. Each represents a different level of physical and cognitive capacity, from Exhausted through to Unstoppable.
Exhausted
At Exhausted, capacity is severely depleted and the leader is struggling to meet normal demands. The World Health Organization defines burn-out as involving energy depletion, mental distance from work and reduced professional effectiveness. Look for withdrawal: more sick leave or physical absence, pulling back from meetings, or being present but increasingly checked out. For high performers, output is often the last thing to deteriorate visibly, so underlying depletion may have been building for months before results are affected.
Tired
At Tired, capacity is low, but the executive is still functioning with little in reserve. Others experience them as stretched. Patience is shorter and there is less capacity for the unexpected. Performance becomes inconsistent: strong one week and flat the next, solid one quarter and patchy the one that follows. Nobody is quite sure which version will show up.
Neutral
At Neutral, there is enough capacity to meet normal demands, but little left in reserve. Performance is consistent and sufficient, so these executives rarely attract concern. What you may notice is an absence of discretionary effort. They deliver what is required, but contribute fewer new ideas, challenge less and are less likely to step beyond their immediate remit. Everything works, provided nothing unexpected happens. Because nothing looks wrong, Neutral is one of the easiest states to overlook.
Energized
At Energised, there is enough capacity to meet normal demands with plenty left in reserve. Others experience these executives as engaged, curious and present; energy is dependable rather than rationed. The effect extends beyond the individual. A systematic review of 18 studies found that energy generated by leaders was associated with stronger employee performance. An Energised executive is not only performing; they are increasing the capacity of those around them.
Unstoppable: the leader who creates momentum
At the top of the Ladder, capacity is high enough to meet exceptional demands. These executives are energising and clear-headed under pressure. They create momentum around difficult work and give others confidence when the path forward is uncertain. Nobody lives here permanently, and expecting to is another route to burnout. The aim is a consistent baseline of Energised, with the capacity to step up to Unstoppable when conditions demand it.
When considering where someone may sit on the Ladder, pay attention to changes from their usual behaviour. A naturally reserved executive is different from someone who was once curious and engaged but has gradually become quieter or more withdrawn. The same applies to a normally patient leader who has become increasingly reactive. Recovery is another useful indicator. After a demanding period, does the executive return to their usual baseline, or does each cycle leave them with less in reserve?
The capability of an executive team is relatively easy to assess. Capacity is harder to see, especially while people are still delivering. Understanding where your executives are operating on the Ladder can help you see who has reserve, who is running low, and who may already be drawing on resources they no longer have.
Alessandra Edwards is the author of The DNA of Performance: Your Blueprint for Leading with Unstoppable Energy and Resilience (Hambone Publishing). She advises CEOs, senior executives and leadership teams on the biology of sustainable high performance. Drawing on nearly two decades of clinical and advisory work, she helps leaders and their teams protect the biological capacity that underpins clear thinking, resilience and exceptional leadership. To find out more visit alessandraedwards.com or connect on LinkedIn.
