Most of my training and coaching takes place in the safari industry. While the principles of management and leadership are generally the same across industries, every sector has its own realities, pressures, and unique characteristics. The safari industry is not different.

Like many industries, it works in cycles. There are high seasons and low seasons. During high season, the focus is fully on guests, service delivery, operations, and making sure experiences run smoothly. It is often a demanding time where teams and managers need to stay sharp, flexible, and highly focused.

The off-season usually creates space for other important work. Maintenance can be done, people can take leave, training and education can happen, and operations can prepare for the next busy period. In many ways, the off-season is not only about slowing down; it is also about recovery, preparation, and renewal.

This year, however, the off-season was not really an off-season.

Heavy rains and flooding had a serious impact in many areas. Instead of recovery, many managers and teams faced unexpected work, additional pressure, problem-solving, and crisis management. Plans changed. Extra responsibilities had to be handled. Energy that would normally be restored during quieter months was often spent managing difficult and unpredictable situations.

What I have noticed in training, coaching, and conversations is that many people are already tired, while the high season has only just begun.

That is concerning.

Because when people enter a demanding season already carrying exhaustion, stress, or reduced energy, the risk becomes greater, not only for performance, but also for decision-making, patience, wellbeing, and leadership.

This brings an important question: Is self-care a luxury, or is it a necessity?

When people think about management or leadership, they often think about responsibility, decision-making, performance, and taking care of others. Managers are expected to guide teams, solve problems, support staff, and keep things moving. But one important part of leadership is often forgotten: taking care of yourself.

For many managers, self-care is not always natural. They are good at checking on others, supporting their teams, and making sure work gets done. Yet when it comes to their own wellbeing, they often put themselves last. The strange part is that research and experience show over and over again that self-care does not only improve personal wellbeing, it also improves leadership.

So why do many leaders still neglect it?

One reason is that self-care is often misunderstood. Some people see it as selfish. Taking time to rest, recover, or create balance can feel wrong when there is still work to do. Managers may feel they should always be available, always strong, and always productive. But taking care of yourself is not selfish. It is responsible.

A manager who is physically and mentally drained cannot lead at their best. Just like you would not expect a car to keep running without fuel, you cannot expect yourself to perform well if you constantly run on empty.
Another reason is the old belief that “working hard” automatically leads to success. In training sessions, or in my coachings many people say they must work hard. But when asked what that really means, the answers are often unclear.

Does working hard mean working longer hours? Not necessarily. Many managers spend extra hours working but are not always more productive. Long hours can sometimes create exhaustion, poor focus, and mistakes.
Does working hard mean pushing yourself physically or mentally without rest? Again, not always. Constant pressure without recovery often reduces performance instead of improving it.

The real question is not only how hard you work, but also how smart you work.

Working smart means focusing on what truly matters. It means setting priorities, organizing well, delegating when needed, and using time and energy effectively. A manager who works smart understands that doing everything yourself, staying busy all day, or making longer hours does not automatically create better results.

Sometimes working smart means stepping back before reacting. Sometimes it means planning better instead of rushing. Sometimes it means saying no to unnecessary work so you can say yes to important work.

Real hard work is not simply doing more. Strong leadership is often about balancing hard work with smart work. When managers work with focus, clarity, and energy, they often achieve better results without draining themselves unnecessarily.

There is also a simple truth many people forget: life is not only about work. Work is important. It gives purpose, income, and opportunities. But people work to build a life not to lose themselves in work.

When managers only focus on work and ignore themselves, the consequences slowly start to show. At first, it may be small things. Less patience. Poor sleep. Irritation. Difficulty focusing. Feeling tired even after rest. Over time, the impact can become bigger.

Stress levels increase. Decision-making becomes weaker. Small problems feel bigger than they are. Creativity drops. Motivation declines. Managers may become reactive instead of thoughtful. Communication can become sharp, impatient, or unclear. This affects more than just the manager.
Teams often feel the energy of their leader. A stressed or exhausted manager may unintentionally create tension in the workplace. Trust can weaken. Relationships can suffer. Productivity may go down. Morale can drop.
Eventually, long-term neglect of self-care can lead to burnout, emotional exhaustion, health problems, anxiety, and reduced job satisfaction. In short: when a leader does not take care of themselves, both the leader and the team may pay the price.

Stephen Covey addresses this clearly in The 7 Habits of Highly Effective People, especially Habit 7: Sharpen the Saw.

He tells the story of a man trying to cut down a tree with a blunt saw. He keeps sawing harder and harder, becoming tired and frustrated. When someone suggests sharpening the saw, he says he is too busy cutting. This is a powerful picture of many managers. They keep working harder, longer, and faster, but forget to renew themselves.
Sharpening the saw means taking time to maintain and improve yourself so you can continue performing effectively. Covey explains this in four important areas of self-renewal.

• The first is physical care. This includes sleep, exercise, healthy eating, hydration, and rest. A tired body affects focus, patience, and resilience.
• The second is mental care. Learning, reflection, reading, problem-solving, or simply creating quiet time helps the brain recover and stay sharp.
• The third is emotional or social care. Healthy relationships, meaningful conversations, support systems, and connection reduce stress and improve emotional balance.
• The fourth is purpose or inner wellbeing. This can be values, reflection, spirituality, gratitude, or simply staying connected to what truly matters.

Self-care does not mean expensive holidays, spa days, or escaping responsibilities. Often, it is small daily actions done consistently. Simple self-care for managers can start with better boundaries. Not every email needs an immediate answer. Not every problem needs your direct involvement. Good managers know when to delegate and when to step back.

• Sleep matters. Many leaders underestimate how much poor sleep affects judgment, mood, and focus.
• Movement matters too. A short walk, stretching, or exercise can lower stress and improve energy.
• Breaks matter. Short pauses during the day help reset the mind and improve concentration.
• Reflection matters. Even 10 minutes to think, review, or breathe can create clarity.
• Relationships matter. Talking to trusted people, family, colleagues, or mentors helps reduce pressure and creates support.

Learning to say no also matters. Managers often carry too much because they believe they must handle everything. But saying yes to everything often means saying no to your own wellbeing.

Another powerful form of self-care is asking yourself honest questions:

• Am I constantly tired?
• Am I becoming impatient more often?
• Am I leading with energy or only surviving?
• Am I creating balance, or only reacting?

These questions create awareness. And awareness is often the first step toward change.

The reality is simple: self-care is not a luxury. For managers, it is a necessity.

Leadership asks a lot from people. It requires energy, emotional control, patience, decision-making, and the ability to support others. All of this becomes difficult when leaders ignore their own wellbeing.

A healthy manager often becomes a stronger manager. Not because they work less. But because they work better. Taking care of yourself does not make you weak, selfish, or less committed. It makes you sustainable. And sustainable leaders build stronger teams, healthier workplaces, and better long-term results.

Peter Henssen