Shahira Kamal shines a spotlight on ‘misalignment burnout’ and the hidden threat to both FMCG leaders and their teams
There’s a type of exhaustion that rest alone can’t heal. It’s not the result of long hours or an overwhelming workload but a deeper strain: the slow erosion of one’s sense of self when personal values no longer align with professional demands. This is often referred to as misalignment burnout, and it quietly yet profoundly affects leaders, particularly in fast-paced, high-pressure industries like FMCG.
At Harbor London, I often meet executives, entrepreneurs, and senior professionals who are grappling with this silent struggle. Its effects can be far-reaching, manifesting as disillusionment, heightened anxiety, diminished motivation, and, in some cases, reliance on unhealthy coping mechanisms such as alcohol or substance use.
Success at a cost
The FMCG sector is driven by constant innovation, rapid decision-making, and an unyielding demand for agility. But for many leaders, these external pressures often come at the expense of their inner stability.
As companies pivot to align with shifting consumer values, leaders may find themselves tasked with championing initiatives they don’t fully connect with. This can leave them feeling like they must suppress parts of their authentic selves to meet the expectations of others.
Over time, this fosters a corrosive form of stress. It wears away at motivation, clarity, and emotional resilience – qualities essential for effective leadership. Leaders facing such burnout may begin to prioritise short-term decisions over the long-term vision to cope.
The ripple effect
Leaders profoundly influence the emotional tone of their teams. When leaders feel disconnected, drained, or cynical, those feelings can ripple through the organisation.
For FMCG brands, disconnection can stifle creativity, hinder problem-solving, and contribute to a culture of disengagement. Employees are particularly attuned to these dynamics, and when they see their leaders struggling, they may start to question their own place and purpose within the company.
This is especially true for millennial and Gen Z employees. These generations value authenticity, purpose, and wellbeing in their careers. They are less willing to tolerate environments where company values are discussed but not practiced. Ignoring misalignment allows the strain to deepen and its impact to spread.
What can FMCG leaders do?
- Recognise the signs early
Learn to identify the subtle indicators of burnout, both in yourself and your team. Feelings of disconnection, a loss of personal fulfilment, or increasing reliance on external validation and unhealthy habits are key warning signs.
- Foster authentic leadership
Creating spaces for leaders to express concerns, challenge directives, and align strategies with their personal convictions can rebuild trust and engagement. Authenticity in leadership isn’t just a personal strength, it’s a business asset.
- Prioritise whole-person wellbeing
Addressing burnout requires a rounded approach. Organisations must invest in meaningful mental health support, offering resources and access to help that acknowledges leaders’ humanity, not just their productivity.
A necessary reset
For FMCG leaders, the challenge is staying true to themselves amidst the demands of a rapidly evolving industry. Misalignment burnout may seem like an inevitable part of the job, but it shouldn’t be. Ignoring it may keep the wheels turning in the short term, but over time, it creates an unsustainable cycle of disengagement, reactive leadership, and high turnover.
The most effective leaders are not those who suppress their internal conflicts, but rather those who acknowledge them and take steps to address them, by engaging more deeply with their teams or reevaluating company direction.
The question is not whether misalignment burnout exists in your organisation, it’s: ‘are you ready to confront it?’
Shahira Kamal is the Clinical Director at Harbor London
