Two recent studies put a hard number on something most SME and FMCG owners already suspect about themselves under pressure: burnout doesn't just make you tired. It makes you worse at running the business. Balderton Capital's Founder Wellbeing Survey found 88% of founders agree that excessive stress leads to poor decision-making, and 64% say stress directly hurts business performance. Separately, DDI's Global Leadership Forecast 2025 — built on assessments of more than 70,000 managers and a survey of nearly 11,000 leaders worldwide — found that effective delegation has five times the impact of any other burnout-prevention method available to a leader. Only 19% of rising leaders currently have that skill.

> 88% of founders agree stress leads to worse decisions. Delegation has 5x the impact of any other burnout-prevention method — yet only 19% of rising leaders have the skill.

Balderton's survey, now in its second year, also found 83% of founders believe constant high pressure leads to team burnout, not just their own, and 42% say personal financial stress sometimes distracts them from running the business. DDI's research is the sharper piece for anyone building a leadership team: burnt-out leaders are 3.5 times more likely to leave their role, rate themselves 34% less effective than their peers, and show engagement levels around half of leaders who aren't burnt out. The study's own framing is blunt — emerging leaders are struggling to make the shift from being "doers" to being "delegators," and it's costing them and their businesses far more than a bad week.

The standard advice for a stretched owner is to rest more — switch off at weekends, take proper leave, get a decent night's sleep. All of that helps with fatigue. None of it touches the actual cause. An owner who takes a week off comes back to the exact same inbox of decisions waiting for them, because nothing about the business changed while they were gone — the authority to decide still sits with one exhausted person. Rest is a symptom fix. The 88% figure isn't describing tired founders making occasionally sloppy calls. It's describing a structural problem: too many decisions, of every size, routed through a single point of failure who is now also the most depleted person in the business.

Most owners who struggle to delegate describe it as a character trait — "I'm just a control freak," or "nobody does it the way I do." DDI's data says otherwise: delegation is a skill, it can be developed, and only 19% of rising leaders currently have it because almost nobody is trained in it deliberately. It isn't taught the way a P and L or a sales pitch is taught. It's left to instinct, which means most owners never build the one capability proven to have five times the protective effect of anything else against burnout. That's not a flaw in their character. It's a gap in how the business was built.

Building the skill starts with a document, not a workshop on letting go. Every recurring decision in the business sorts into one of three tiers: decide alone, with no need to inform anyone first; decide and inform, where a team member acts immediately and flags it after; and escalate, reserved for the handful of calls that genuinely carry enough risk or cost to need the owner. Most businesses never write this down, so every decision defaults to escalate by habit, not by necessity. Set a dollar threshold, a risk threshold, and a named owner for each tier, review it every quarter as the team's capability grows, and the volume of decisions landing on the owner's desk drops immediately — not because they let go of control, but because the system now tells everyone exactly where the line sits.

FMCG runs on decisions that can't wait for a calm moment. A stock-out two days before a retailer's promotional slot, a distributor calling about a delayed delivery during peak trading, a staffing gap on the packing line on a Friday afternoon — these are exactly the high-stakes, time-pressured calls where stress does the most damage to judgement, and exactly the calls that keep routing to the owner because no one else has been given the authority to make them. A founder running on the Balderton survey's 88% — making the sector's highest-pressure decisions while also its most depleted person — is a risk sitting quietly inside a lot of otherwise healthy FMCG businesses. Decision rights built in advance of the crisis, not during it, are what stop a bad week from becoming a bad quarter.

This is the exact work I do with every SME and FMCG owner inside the Simple-Growth System™ — mapping which decisions genuinely need you, building the decision-rights structure that frees up everything else, and holding you accountable to actually use it once it exists. Not a wellness plan. A working system that means the business makes its best decisions on a normal Tuesday, not just on the days you happen to have the energy for it.

If every important decision in your business still runs through you, that's not commitment — it's exposure.

Talk to Kevin D'Ambros-Smith about building the decision-rights structure your business needs, through the Simple-Growth System™. Visit simple-growth.com to get started.