We don’t burn out because we care too much. We burn out when we don’t give that care enough structure.
Obsession can be a powerful force, but without the right systems, it starts to take a toll. It wears us down, narrows our view, and pulls us away from the people and work we care about most.
Here are four ways intensity can start to work against us if we let it:
Burnout: Care turns into pressure and rest starts to feel impossible.
Tunnel Vision: We stop hearing anything that doesn’t reinforce our current picture.
Isolation: No one seems to care as much as we do, so we carry more than we should.
Identity Collapse: The company’s performance feels like a mirror for our own worth.
These are signs we need better systems to carry our intensity over time. It’s not about being less obsessed — it’s about making sure it’s sustainable.
PERSPECTIVES
“Your work is not your identity. It's your contribution." — Brené Brown
MARK MY WORDS
I’ve been doing this long enough to know obsession cuts both ways. It’s the engine that keeps me moving — raising standards, noticing the little things, pushing beyond what’s “good enough.” But I’ve also seen what happens when there’s nothing to steady that engine. It starts to turn inward, and the setbacks feel personal.
I’ve learned to treat my intensity like a resource. It’s not infinite, and it shouldn’t run wild. You’ve got to lead it. Build the systems, the cadences, the healthy constraints that help you hold the weight without being crushed by it. Otherwise, you’re not really leading. You’re just surviving.
ONE MORE FOR THE ROAD
In case you missed it, here’s more from Founder’s Framework:
Tribe-First Leadership: Building a Culture People Want to Be a Part Of
In this article, I break down Garry Ridge’s tribe-first approach at WD-40 and explore how you can build a high-trust, high-accountability culture that actually holds under pressure.
This track captures what it feels like when intensity builds without release: the weight we carry, the pressure to perform, and the cost of not letting up.