Senior leaders in the biopharma industry are increasingly experiencing heightened pressure as a result of organizational changes, according to Michael Pietrick, who writes the Leadership Lab column and works in executive search at Kaye/Bassman International. Pietrick highlights that these challenges are less about individual failures and more about systems that overload senior executives beyond their intended capacity.
He compares this situation to a bridge designed for a specific load: "A bridge is designed with a clear purpose and a defined capacity. Engineers calculate how much weight it can carry, how traffic should flow and where stress will be absorbed. Under normal conditions, the bridge performs invisibly. Cars pass over it every day without incident. Problems begin when lanes close unexpectedly, and the same volume of traffic is forced through fewer supports. The bridge does not fail immediately. Instead, strain concentrates in places never meant to bear it."
This analogy reflects current industry trends where downsizing has become common, resulting in leaner teams and tighter budgets while expectations remain unchanged. When positions are cut, responsibilities often shift upward rather than being eliminated or restructured.
Pietrick notes that this leads to senior leaders being pulled away from strategic duties: "When leaders are stretched beyond their intended scope, focus becomes the first casualty." He explains that operational gaps and administrative tasks consume time meant for critical decision-making and strategy.
The impact appears before work even reaches broader teams. As Pietrick describes, "By the time work reaches teams, the bridge is already carrying more than it was designed to hold." This can result in slower decisions, reduced engagement with teams, and increased risk of miscommunication as leaders struggle to keep up with growing demands.
Burnout among executives often goes unnoticed externally because they continue meeting expectations despite internal strain. "Executives rarely disengage loudly. They continue showing up, continue delivering and continue absorbing pressure," Pietrick says.
To address these issues, he suggests distributing workloads more evenly across organizations by utilizing external partners or clarifying roles internally so that not all pressure falls on top leadership. According to Pietrick: "Asking everyone to carry a little more, with clarity and support, is very different from asking a few people to carry everything."
He recommends making invisible strains visible within organizations so that work processes can be redesigned proactively instead of reactively burdening key individuals. Leaders should also provide context and clear boundaries when delegating tasks to ensure decisions happen at appropriate levels while maintaining necessary support for teams.
Ultimately, Pietrick emphasizes design over heroics: "Bridges are not meant to rely on heroics. They are meant to rely on design." He concludes that while eliminating all pressure is unrealistic, distributing it wisely allows organizations—and their leaders—to function sustainably.
