Re-wiring Leadership for Purpose and Authenticity
Mercedes Martin on the LevelUp Podcast
It is no secret that burnout is a persistent problem in leadership. We often attribute it to the sheer volume of work, the “always-on” culture, or the pressures of volatility and uncertainty. But in a recent, insightful conversation I had with the leadership strategist Mercedes Martin, she offered a more precise and, I think, more accurate diagnosis.
She calls it the “burnout cost”. This is not the cost of working long hours. It is the psychic cost of performance: the exhausting, draining work of leading in a way that is disconnected from one’s authentic self.
Mercedes, who has over 30 years of experience coaching leaders globally, described this as “living on a hyphen”. This concept, which was the thread through our entire discussion, perfectly captures the core tension facing leaders today.
The “Hyphenated Experience”
“Living on a hyphen” is the constant internal pull between two competing, and seemingly contradictory, demands.
Mercedes first experienced this through her own cultural identity (being Cuban-American), but she finds it is a universal metaphor for modern leadership. Leaders are constantly being pulled between:
Profit and Purpose
Productivity and Human Impact
As she put it, leaders feel “you want me to look at profit, when I want to look at purpose. You want me to look at productivity, when I want to look at the human impact.”
This tension is where the “burnout cost” originates. It is the gap between the organisation’s demand for ROI and the leader’s authentic desire to lead with human-centred values. To manage this gap, leaders put on what Mercedes calls “the mask” or “the armour.” They perform the role of the ROI-driven leader, while inside they feel disconnected and inauthentic.
This performance, this suppression of one’s core self, takes a profound psychic toll. It is far more exhausting than simply being busy.
A Global View on Rewiring
What I found particularly interesting was how this conversation is unfolding globally. Mercedes had just returned from summits in India and Colombia, and she observed a very different energy from what is common in the US or Western Europe.
She noted that in the Global South, the leadership conversation is not necessarily centred on aligning with US-centric models. Instead, it is a deeper, more personal exploration of identity. The questions are more foundational: “Who are we, as a nation? Who am I, as a leader from this part of the world?”
This has opened the door for a more authentic integration of local values and even spiritual practices. Mercedes was clear to distinguish this from religion; she defines this spirituality as connecting to your “true, authentic self, your why.”
By anchoring their leadership in their own culture and “why,” these leaders are developing strategies that feel less “hollow.” This is a critical reflection for those of us in the West. It serves as a reminder that a one-size-fits-all model of leadership is not just ineffective, it may be actively blocking the authenticity that leaders need to thrive.
The Failure of Psychological Safety
This disconnect also explains why so many well-intentioned corporate initiatives fail. We spoke about psychological safety, a concept that Mercedes believes has become a “buzzword” in many organisations.
The reason it fails, she argues, is that we have not done the necessary work with the leader.
Her insight here is powerful: “You can’t align a team, a system... when you, yourself are confused, disoriented, and struggling on a hyphen.”
We are asking leaders to create safe and brave spaces for their teams, but as Mercedes finds in her work, those leaders often have no safe space for themselves. They are so bound by the “social contract” of their role that they would rather do this vulnerable work with a group of strangers than with their own colleagues.
Before a leader can create psychological safety for others, they must first “pick up the mirror” and find that safety within themselves. This is especially true for the “frozen middle,” a term Mercedes uses for middle managers, who she correctly identifies as being in the “hardest spot,” caught in the biggest hyphen of all.
Unwiring to Rewire: A Framework for Leaders
So, how do we fix this? How do we move from performance to authenticity? Mercedes frames this as a process of “unwiring to get rewired.”
Many of us were wired with an old-world definition of leadership. I confessed that in my early career, I thought I had to be the “tough boss” who had all the answers. Mercedes shared her own experiences from the military. We were all trained, in one way or another, in a command-and-control model.
This old wiring is now a liability. In an age of AI and technology, the “command” functions are being automated. What remains, and what is most critical, are the human qualities.
To navigate this, Mercedes offered a five-step practical framework to help leaders “unwire” the old patterns and “rewire” a more authentic, human-centred approach.
Excavate Your Narratives. This is deep self-awareness. Look back at your own stories. Where did your messages about leadership come from? How did you shape your leadership identity? You cannot change your wiring until you know where it was laid.
Create Safe and Brave Places (Starting With Yourself). A leader cannot give what they do not have. This means finding your own space (with a coach, a peer group, a mentor) to be vulnerable and explore your own “hyphen.”
Build Trusting, Transformational Relationships. Move beyond the purely transactional. Mercedes encourages leaders to go through their roster and ask: What is the real level of this relationship? Is it just about the task, or is there a deeper connection?
Hold the “Both/And” View. This is the antidote to being lost in the short-term “swirl.” Leaders must manage the day-to-day, but also keep an eye on the long-term, “infinite” view. She references the indigenous practice of making decisions based on their impact seven generations from now.
Build Networks and Alliances. In times of chaos, our brains tell us to go into “self-preservation” and work in silos. This practice is about intentionally countering that impulse by building external partnerships and alliances.
What This Means For You
This framework is not just theoretical. It has direct applications for all of us.
For Leaders
Your primary work is to close the gap on your own “hyphen.” Where do you feel the greatest pull between the demands of the business and your own values? Start there.
Your team’s lack of psychological safety is likely a reflection of your own. Your work is to model vulnerability by having the courage to build transformational, not just transactional, relationships.
For Coaches
This is our core assignment. Our first role is to be the safe place (Step 2) that leaders so desperately need.
The “hyphen” concept is an excellent diagnostic tool. Ask your client: “Where are you feeling the pull between profit and purpose?” or “Where are you performing?” The 5-step framework provides a robust arc for a coaching engagement, moving from internal excavation (Step 1) to external, systemic action (Step 5).
My conversation with Mercedes Martin was a reminder that leadership is, and always will be, an inside-out job. The complex, systemic challenges we face cannot be solved with “hollow strategies” or by leaders who are wearing armour.
The path to sustainable, effective leadership is not about working harder. It is about doing the hard work of knowing ourselves, aligning our actions with our values, and closing the gap on our own hyphen.
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