The case for giving yourself permission to breathe, according to neuroscience

Most organizations genuinely want to support their people. We invest in wellness apps, coaching programs, and leadership development, all with good intentions. Yet burnout rates keep climbing. Aflac’s WorkForces Report from November 2024 referenced that burnout affected nearly 3 in 5 American workers with employees experiencing high levels of stress rising to 38% in 2024, up from 33% in 2023. The issue isn’t effort or resources. It may simply be that we’re solving for the wrong problem.

I recently sat down with Natallia Miranchuk, founder of SOULA, an AI-powered emotional support platform that combines neuroscience, health expertise, and artificial intelligence to address workplace wellbeing. While her research has focused primarily on women, the insights she shared have implications for how we support all high performers—regardless of gender.

SOULA recently completed a pilot program with InDrive, a global unicorn with over 2,000 employees. The results were remarkable: 67% sustained engagement among participants—compared to the industry standard of just 3% for wellness apps like Calm or Headspace. Participants returned to the platform four to six times weekly for what Miranchuk calls “self-reflection therapy”—brief, 10-minute sessions that don’t require scheduling a therapist or waiting for a weekly coaching call.

What the data says

Here’s what the data revealed—insights that can reshape how any leader thinks about sustaining high performance.

Care before you push.

Many workplace wellness approaches emphasize optimization: go further, achieve more, level up. These aren’t bad instincts—ambition matters. But Miranchuk’s research suggests that sustainable performance starts somewhere different. “When a person feels genuinely cared for,” she told me, “they can do whatever they want.” This isn’t soft thinking—it’s neuroscience. Feeling psychologically safe and supported activates the neural pathways that enable creativity, risk-taking, and resilience. Leaders who model care aren’t coddling their teams; they’re creating the conditions for sustained excellence.

Support works best in the moment.

The InDrive pilot’s most surprising finding wasn’t just the engagement rate—it was when people sought support. They didn’t wait for scheduled therapy sessions or monthly check-ins. They needed emotional processing in real time, multiple times throughout the week. This challenges the conventional model of periodic wellness interventions. Just as we’ve learned that feedback works best when it’s timely, emotional support may be most effective when it’s available on-hand rather than on-schedule. For leaders, this means creating cultures where checking in isn’t a calendar event—it’s woven into daily rhythms.

Personalization matters more than we thought.

Miranchuk’s work highlights how one-size-fits-all wellness programs often miss the mark. Her research with women revealed that biological cycles, hormonal patterns, and stress responses vary significantly—and generic tools don’t account for these differences. But the broader principle applies to everyone: we all have unique rhythms, energy patterns, and recovery needs. Building what Miranchuk calls “soft resilience”—the capacity to sustain performance over time—requires self-awareness about our individual cycles and designing routines that prevent burnout rather than treating it after the fact. The best leaders help their people discover what sustainable performance looks like for them specifically.

Authentic care creates community organically.

When the InDrive pilot introduced a simple practice—asking “How are you today?” and genuinely listening for three minutes—something unexpected happened. Participants spontaneously formed support networks outside the program. They started helping each other with childcare, sharing meals, coordinating logistics. Workplace belonging emerged not from team-building exercises but from authentic presence. This is what I call Inside Out work: when leaders model genuine care, it cascades through the organization in ways no program can manufacture.

Ambition is evolving.

Perhaps most intriguingly, Miranchuk has observed senior leaders—particularly women, but increasingly men too—redefining what ambition means to them. They’re not losing drive; they’re seeking impact-oriented work where they can see meaningful outcomes. The old model of climbing for climbing’s sake is giving way to a desire for purpose and visible contribution. Organizations that understand this shift will retain their best talent. Those that don’t may find their most capable people leaving for entrepreneurship, consulting, or social impact ventures where the connection between effort and meaning feels more direct.

Three things you can try this week

First, examine your wellness offerings with fresh eyes. Ask: Are these tools designed for how people actually experience stress and recovery? Or are they productivity tools dressed in wellness language?

Second, model the pause. Before your next team meeting, try opening with “How are you today?”—and actually listen. Three minutes of genuine presence can shift the tenor of an entire team.

Third, expand your metrics. Alongside productivity outputs, start noticing energy sustainability. What practices help your people run longer without burning out? What does sustainable excellence actually look like on your team?

The organizations that will thrive in the coming years won’t necessarily be those with the most sophisticated technology or the most aggressive growth targets. They’ll be the ones that understand a fundamental truth: high performers don’t always need to be pushed harder. Sometimes they need to give themselves permission to breathe—and be trusted to take it from there.