How CFOs (and boards) can tackle executive burnout

CFOs often wear many hats—and the multiple, high-stakes priorities they juggle can increase the chances of burnout. “No position in the C-suite is prone to get more responsibility than the CFO,” Jonathan Johnson, former CEO of Overstock.com, who has also been in the CFO seat, told CFO Brew. On top of all the areas they oversee within a company, lately CFOs have had to add tariffs, geopolitical instability, consumer uncertainty, and AI implementation to the mix.

Executive turnover has accelerated in recent years: In 2025, CFO turnover was the highest it’s been in seven years, while CEO turnover hit record highs, according to a report by Russell Reynolds. Johnson, who has served on numerous public and private company boards, believes burnout may be one reason why.

On two occasions during his career, Johnson said, he’s had to ask colleagues to take a month or two off to recharge. In both cases, the temporary break was exactly what was needed. “They came back recharged, reengaged, and in the interim, their team had gotten strong, which made it easier for them to do this expansive job,” Johnson said. Both times, “the person thanked me for forcing a disconnect,” he said.

But executives are often reluctant to hear that they might need help. “That’s a really hard message, because people think it’s the prelude to being let go,” Johnson said.

Board relationships matter. Boards can play a role in preventing and addressing executive burnout. Unfortunately, few CEOs feel that they can trust their boards. Only 37% of CEOs say their board has their back through challenging times, a 2025 SpencerStuart survey found, and more than 4 in 10 say they’re “rarely” or “never” able to be “vulnerable” with their boards.

That’s why it’s “really important,” Johnson said, “for boards to build a relationship of trust with the CEO and broader levels of management.” Executives should know, he said, that while boards can hire and fire them, “those are discrete one-day events. We view our role every day as to support you.”

Boards can broach the subject of burnout with executives in a sensitive manner, Johnson said. He recommends discussing it during one-on-ones, and even making it part of annual evaluations. Usually the lead independent director or chair is best placed to start the conversation, he said. In the case of the CFO, an audit committee chair, who they presumably have a close working relationship with, might be a good choice, as would a current or former CFO on the board.

Before going directly to a board member, Johnson said that when he was a CFO he would approach the CEO first, “and then I would ask, ‘Would it be okay if I talk to this person or that person on the board?’”

Boards should be clear on messaging. Boards can also take some pressure off executives by being clearer about their expectations, Johnson said. “When someone with that authority asks a question, it’s not ‘Should I jump?’ It’s ‘How high?,’” he said. Because of that, a board member’s casual request for more information might trigger a project being commissioned or the formation of a committee, even if that’s not what the director intended, adding to the executives’ workload.

And informally assessing the kinds of stressors executives are under is also helpful, Johnson said. Board members can ask themselves questions like “How much is actually piled on right now? What new things are we dealing with in addition to the normal heavy load?” as well as “What can we do to alleviate some of the burden?”