In 1966, psychiatrist and psychoanalyst Pierre Marty described a new syndrome called essential depression. Unlike major depressive disorder, essential depression is much harder to detect. Externally, everything may appear fine — these individuals are constantly busy and productive — but internally, they are disconnected and grappling with a profound sense of meaninglessness.

In my work with corporations, I’ve found this condition alarmingly common among leaders and their teams. However, addressing it is particularly challenging.

Why is Vitality Drained in Leaders and Their Workforces? The Superficial Reason

When this question arises in organizations, the typical answers focus on burnout, overwork or rigid hierarchies. The suggested solutions often include taking breaks, exercising regularly, prioritizing tasks and paying more attention to personal health. Yet, despite minor shifts in energy levels, 58% of respondents in one survey reported feeling unfocused or disjointed, noting that a brief nap is not a “viable solution.” Over half (55%) said that no amount of rest helps them regain focus.

So, what can leaders do besides attending retreats for reinvigoration or attending programs on building resilience?

The Leader’s Resistance: A Deeper Examination

Challenges are often attributed to external factors like market conditions or demanding clients, rather than examining internal dynamics. This tendency, rooted in psychological defenses, helps avoid the discomfort of self-reflection.

Leaders and teams unconsciously project blame outward, overlooking internal contributors, such as decision-making or unclear goals. This creates a passive stance, preventing meaningful growth. Encouraging self-reflection within the organization can break this cycle, fostering accountability, deeper insight and more sustainable solutions.

What Might Inner Examination Reveal?

When leaders and teams choose to look inward, they often uncover patterns that reveal a deeper “absence of vitality” beneath their constant action and productivity. These individuals may find their thought processes focused on doing rather than reflecting, resulting in emotional disconnection and a loss of meaning in their work.

Looking inward may reveal:

1. A disconnect between emotions and actions: Leaders may notice that their decisions and behaviors are driven by external demands rather than internal motivations or values.
2. Overreliance on external gratifications: They may find that external achievements or rewards mask deeper feelings of loss, stress or dissatisfaction.
3. Avoidance of deeper reflection: Operational thinking often replaces meaningful emotional engagement, leaving little room for processing stress or unresolved conflicts.

3 Actions to Address These Patterns

1. Foster Emotional Awareness: Help leaders integrate reflection into their routine through mindfulness, journaling or discussions to reconnect actions with emotions. However, emotional awareness alone isn’t enough. Unconscious archetypes like the “Perfectionist” or “Hero” often drive overwork and stress. Tools like Reulay can uncover these hidden patterns, enabling deeper emotional integration and authentic leadership. Brain science can provide insights into how defense mechanisms are connected to specific brain networks, offering new ways to improve emotional resilience and performance.

3. Cultivate Meaningful Engagement: Provide opportunities for leaders to align with their core values and purpose through workshops or coaching. This bridges the gap between external achievements and internal fulfillment. For example, I facilitate a workshop to help corporate leaders align with their “ideal self.” This exercise helps them stimulate the reward brain and parts of the brain that help them solve complex problems.
4. Shift From Action to Reflection: Encourage intentional pauses in work culture. Techniques like doodling, as discussed in “Tinker Dabble Doodle Try” can help lessen the strain on memory, and reflective practices like after-action reviews help leaders evaluate accomplishments while ensuring alignment with broader goals and well-being.

By taking these steps, organizations can help leaders move beyond a survival mode dominated by external achievements to a more resilient and meaningful engagement with their work and lives.