April 02 2026 at 07:27AM
Recovery is a Leadership Skill, Not a Reward
April is a good month to ask a reflective question that rarely makes it onto a project agenda: when did you last genuinely recover? Not a weekend that bled into Monday morning emails, or a holiday spent half-present. I want you to remember a real intentional pause that left you more capable than before.
Performance psychologists Jim Loehr and Tony Schwartz** spent decades working with elite athletes and senior leaders, and their finding was straightforward: "the limiting factor in sustained high performance is not time, it is energy." And energy, across all its dimensions, whether it be physical, mental, or emotional, follows one simple law where expenditure must be balanced with recovery. Not eventually, but regularly. Yet, in many project environments, recovery is often the first thing we sacrifice when pressure builds.
Recovery's definition here is not a reward for finishing a sprint or surviving a difficult quarter. It is a discipline, built into how you lead, the same way you build risk reviews or stakeholder updates into your rhythm. A short walk between back-to-back calls. A genuine lunch break. A boundary around Sunday evenings. Think of the small, consistent acts that do not interrupt your productivity and help sustain it.
Recovery does not need to be dramatic. It needs to be intentional. For some, it is movement. For others, a quiet hour away from screens or a conversation that has nothing to do with work. The question worth asking yourself regularly is simple: what does my energy actually need right now? Block fifteen minutes at the end of your week, not to review tasks, but to ask yourself that single question and sit with the answer. Not at the end of the project. This week. Today. Now.
**Loehr, J. & Schwartz, T. (2003). The Power of Full Engagement. Free Press.
What does recovery look like for you in the middle of a busy project? Write to us: editor@pmi-nl.nl
Author’s Bio
Sara is a project management professional with experience in institutional and digital transformation projects. She is particularly interested in the intersection of mental health and leadership in complex project environments.
Newsletter Editor’s Note: At PMI Netherlands, we believe that strong project outcomes start with healthy people, and mental health is an essential part of sustainable project management. We invite you to contribute your insights, habits, and personal experiences on maintaining balance in high-pressure environments. Reach out to us at editor@pmi-nl.nl.
