CFOs often wear many hats—and the multiple, high-stakes priorities they juggle can increase the chances of burnout. “No position in the C-suite is prone to get more responsibility than the CFO,” Jonathan Johnson, former CEO of Overstock.com, who has also been in the CFO seat, told CFO Brew. On top of all the areas they oversee within a company, lately CFOs have had to add tariffs, geopolitical instability, consumer uncertainty, and AI implementation to the mix. Executive turnover has accelerated in recent years: In 2025, CFO turnover was the highest it’s been in seven years, while CEO turnover hit record highs, according to a report by Russell Reynolds. Johnson, who has served on numerous public and private company boards, believes burnout may be one reason why. On two occasions during his career, Johnson said, he’s had to ask colleagues to take a month or two off to recharge. In both cases, the temporary break was exactly what was needed. “They came back recharged, reengaged, and in the interim, their team had gotten strong, which made it easier for them to do this expansive job,” Johnson said. Both times, “the person thanked me for forcing a disconnect,” he said. But executives are often reluctant to hear that they might need help. “That’s a really hard message, because people think it’s the prelude to being let go,” Johnson said. And what’s the board’s role in alleviating CFO burnout? Read on here.—CV |