The thin line between high performance and overload

In the modern corporate landscape, high performance is often the goal, yet overwhelmed is frequently the reality. For a leader, the challenge is that these two states can look remarkably similar from a distance.

Both involve teams working at pace, hitting milestones, and staying deeply engaged with their tasks. However, recent research suggests that the gap between a team firing on all cylinders and one on the brink of collapse is narrow and critical to monitor.

Recent data from the 2025 Burnout Report indicates that a staggering 91% of employees experienced high pressure or extreme stress over the past year. Perhaps more concerning for leadership is the rise of ‘pseudo-engagement’ - a phenomenon where one in four teams now feels the need to pretend everything is fine rather than voicing true concerns. This mask of productivity often hides a team that is not actually high-performing, but high-straining.

Recognising the shift

The fundamental difference is in sustainability and psychological safety. A truly high-performing team operates with a sense of flow. They have the resources, clear goals, and the autonomy to navigate challenges. In contrast, an overwhelmed team is defined by friction. Every task feels like an uphill battle, decision-making slows down due to cognitive fatigue, and the focus shifts from long-term innovation to short-term survival.

Research using the Job Demands-Resources (JD-R) model highlights that performance doesn't just drop because of high demands - it drops when those demands aren't balanced by sufficient resources. These resources aren't just software or headcount - they include social support, feedback, and, most importantly, the psychological safety to say: ‘we are at capacity’.

The alchemy of motivation and safety

To bridge the gap from overwhelm back to high performance, leaders need to pivot from command and control to a coaching mindset. Gallup’s meta-analyses consistently show that the manager accounts for 70% of the variance in team engagement. Improving motivation isn't about grand gestures or corporate retreats; it’s about the human moment - small, intentional acts of connection.

Psychological safety remains the strongest predictor of team resilience. Teams with high psychological safety are significantly more likely to report mistakes early, which prevents the compounding stress of ‘firefighting’ later. When a leader models vulnerability - admitting their own pressures or asking, ‘What is one thing making work harder for you this week?’ - they give the team permission to be honest about their own limits.

Moving toward sustainable productivity

Productivity is increasingly measured by outcomes rather than outputs. Overwhelmed teams often focus on ‘busy work’ to prove their value, while high-performing teams have the clarity to focus on what actually moves the needle. Leaders can improve this by defining not just what the team does, but how they protect their time. This includes setting norms for meeting-free blocks and establishing clear exit criteria for projects to prevent scope creep.

Recognition also plays a vital role, but it must be nuanced. While recognition rewards results, appreciation acknowledges the person’s inherent value. According to recent research, 85% of employees who receive regular recognition feel their organisation cares about their wellbeing. This sense of being valued not just as a resource but as a human being is the ultimate antidote to the cynicism that precedes burnout.

Ultimately, the sign of a great leader isn't just a team that hits its targets. It's a team that has the energy to hit them again next quarter. By prioritising psychological safety and ensuring that the human moment isn't lost in the pursuit of metrics, leaders can transform an overwhelmed group of individuals back into a high-performing collective.

At Acumen, we’re dedicated to equipping leaders with the practical tools to tackle real-life challenges. Our comprehensive range of training and development programs, including customised interventions and off-the-shelf courses, helps organisations foster a culture of respect and empower their employees. To learn more about our programmes and how they can benefit your organisation, please contact Simon at simon@askacumen.com.