How Can Leaders Reduce Burnout While Sustaining High Performance?

Let’s be honest: expecting perfect work-life balance in investment banking is unrealistic. The hours are long. The pressure is real. And intensity is often part of the job.

But that doesn’t mean burnout is inevitable.

The best leaders know how to navigate the demands of high-stakes deal making while still protecting the long-term energy and effectiveness of their teams.

Here’s how top-performing investment banking leaders are reducing burnout without compromising on performance — using smarter management, better communication, and even AI.

Manage Workload Thoughtfully

Stretch assignments build skills — but when stacked without rest, they lead to exhaustion.

• Monitor workloads carefully across the team.

• Ensure development opportunities don’t become unsustainable burdens.

• Spread the pressure strategically — especially when multiple live deals overlap.

• Ensure staffers get the right training and support.

Dominic Lester also provides great advice for juniors to help with workload management.

“When you’re given a list of tasks, stop and ask why. Understand the purpose behind each one. You might find that only five of the eight truly matter — and the person who assigned them will probably thank you for thinking critically. That mindset will save you time and earn respect.”
Dominic Lester, Head of Investment Banking EMEA, Jefferies

Set Realistic Expectations

Not everyone operates at the same cadence, and not every deal requires sprint-mode.

• Focus on sustainable high performance, not constant urgency.

• Recognize personal circumstances — such as caregiving, health, or time zones.

• Avoid glamorizing burnout as a badge of honour.

“A key trait of effective management is flexibility — recognizing that people work at different paces and in different ways. Understanding those styles creates greater efficiency across the team.”
David Koch, Partner, Ancoris Capital Partners

Foster Open Communication and Support

In high-performance cultures, silence can be dangerous.

• Make it clear that asking for help is a sign of strength, not weakness.

• Coach in the moment, not just in end-of-year reviews.

• Share your own challenges to normalize vulnerability.

Recognize and Celebrate Progress

Too often, recognition in banking comes only when a deal closes.

But motivation builds during the work — not just at the finish line.

• Praise effort, creativity, and resilience along the way.

• Celebrate mini-wins and milestones.

Make gratitude part of the daily rhythm — even during crunch times.

“It starts with the little things. Leaders often forget to proactively say, ‘That was really good.’ They’re quick to point out mistakes, but recognition matters just as much. And beyond that, achieving balance — what we call: work, life, and money — is key.
Monika Nickl, Managing Director & Co-Head of Consumer, Lincoln International

Check out the resources below for more support:

Promote Flexibility and Wellbeing

We’re not talking about softening expectations — but about enabling endurance.

• Implement flexible working hours where possible.

• Cap weekend work during non-critical phases.

• When deal flow is light encourage time off.

Actively support mental health through programs, check-ins, or coaching.

Alessio Pieri encourages his team to “Carve out 30 to 60 minutes for yourself each day — to completely disconnect and think about something else. That time is essential for maintaining balance and good mental health.
Alessio Pieri, Partner, d’Angelin & Co

Use Technology to Alleviate Pressure

Leaders are increasingly turning to AI and automation to reduce manual workload and create breathing space:

• Use generative AI for first drafts of emails, pitch books, or research summaries.

• Leverage scheduling and workflow tools to reduce chaos in deal timelines.

• Automate routine client reporting or data analysis wherever possible.

Align Tasks with Strengths

Assigning people to work they enjoy and excel at is one of the fastest ways to boost engagement and lower burnout.

• Let your analysts and associates lean into what energizes them — whether it's modelling, storytelling, or client communication.

• Don't force a one-size-fits-all execution style.

Armin Heuberger shared with us that diverse teams matter — different personalities thrive in different environments. Some people are more creative and comfortable with uncertainty, while others prefer structure and certainty in execution.

“I always tell my team: understand your strengths. You’ll reach your flow state when you play to them, rather than focusing too much on weaknesses you may never truly enjoy.
Armin Heuberger, Co-Founder, SuperAnalyst (Ex UBS)

Encourage Skill Development and Cross-Training

Nothing burns people out faster than feeling indispensable — and unable to step away.

• Cross-train team members to cover each other during absences.

• Build in redundancy for key deliverables.

Normalize taking time off without guilt or bottlenecks.

Leaders such as Gokhan Ozkan push teams to learn and grow as early as possible.

“Analysts should look to diversify their experience early. Work on an IPO, a bond deal, an LBO, a spin-off — every new product you touch builds your skill set and makes you more valuable to the wider team.”
Gokhan Ozkan, Managing Director, J.P. Morgan

Eliminate ‘Fake Deadlines’

Deadlines matter — but not every deadline is real.

• Ask: is this client-driven, or self-imposed?

• Teach juniors how to distinguish between urgency and theatre.

Push back on unnecessary “ASAPs” that don’t move the needle.

One thing we’ve focused on is eliminating fake deadlines. It’s a demanding environment, but sometimes we create extra pressure just to appear busy. We realized some of that work added no real value — it was just for show — so we’re finding ways to remove it.”
Charles Godbout, Partner & Managing Director, PwC Corporate Finance

Final Thoughts

Investment banking will always demand a lot. That won’t change. But as a leader, how you manage those demands is everything.

The best teams aren’t just hard-working — they’re supported, energized, and enabled. Burnout isn’t a price worth paying for performance. Because in the long run, healthy teams win more often.