By Dr. Sabina Nagpal, Founder of Radiate Mind
Dr. Sabina Nagpal is a Canadian-trained Psychiatrist (Medical Doctor) who transitioned from treating serious mental health conditions to now helping startup teams in high-growth mode. She combines psychiatric expertise with performance oriented holistic practices to support rapidly-expanding business teams prevent burnout.
To make it easier for you to read this article, we suggest downloading it in PDF Format.
Imagine stepping into a role you’ve worked tirelessly to achieve, only to find the reality more isolating and overwhelming than you anticipated. For many first-time CEOs in the search fund ecosystem, the initial months post-acquisition can feel like navigating uncharted waters—while balancing the weight of investor expectations, company culture, and personal self-doubt.
It’s no surprise that the risk of burnout during this period is high. Yet, discussing the emotional challenges of leadership remains taboo. Admitting vulnerability, after all, seems contrary to the archetype of a decisive and confident CEO. However, the reality is clear: breaking these taboos and taking action to optimize your mental health is essential to leading effectively and avoiding burnout.
Investors and searchers alike agree: the first few months are critical—not just for the company but for the CEO’s ability to establish sustainable leadership. Drawing from these aligned perspectives and the experiences of countless search fund CEOs, we’ve outlined strategies to help you navigate this vulnerable time.
Why the first quarter is so demanding
The transition from searcher to CEO often brings a paradoxical sense of achievement and imposter syndrome. You’ve made the cut, yet you’re now faced with brand new challenges like building trust with employees who have decades of institutional knowledge, implementing strategic changes without rocking the boat, and proving yourself to investors who may have higher demands than in the previous phase of the journey.
When CEOs get stuck in overdrive—a relentless pursuit of productivity and control—they lose the very perspective and change they set out to provide. Instead of leading with creativity, confidence, and inspiration, they get lost in the details, merely checking boxes rather than making meaningful progress.
Breaking the burnout cycle
To avoid falling into this trap, it’s vital to address the psychological patterns and unhelpful beliefs that surface during this high-stress period. Here are three key strategies:
1. Normalize vulnerability
The misconception that CEOs must have all the answers is one of the biggest barriers to effective leadership. Quieting down that inner critic so that you can accept your limitations and seek input from your team and mentors will transform the way that you lead. Vulnerability fosters trust and collaboration—qualities that are far more valuable than the facade of invincibility.
As one leader shared with me: “Admitting that I don’t have all the answers was a turning point. It created space for my team to bring forward their best ideas”.
2. Shift from overdrive to a fulfilled state
High-stress leadership triggers the brain’s fight-or-flight mode, making it harder to think clearly, regulate emotions and collaborate with others. To counteract this, focus on strategies that foster a sustainable and effective mindset:
- Conduct a leadership reset: Regularly assess your mind state with structured self check-ins.
- Optimize your energy: Prioritize high-impact self-care (NESTS: Nutrition, Exercise, Sleep, Time for Stillness, and Support systems). Discover which of these evidence based strategies yield the greatest outcomes for your mind state.
- Challenge limiting beliefs: Identify and unlearn the patterns that repeatedly hold you back.
3. Strategically build your support network
One of the most overlooked resources for new CEOs is a strong peer network. But waiting until a crisis hits to build that support system is like trying to map your evacuation route after the storm has already arrived.
Whether it’s connecting with other search fund entrepreneurs, finding a trusted mentor, or choosing investors who offer genuine guidance, surrounding yourself with the right people can provide perspective and reduce feelings of isolation.
Beyond external networks, it’s equally important to identify your internal allies. Who are the unspoken leaders and change-makers within your company—the people who will champion your vision and provide honest feedback? Proactively mapping these key relationships can make all the difference in your leadership journey.
Conclusion: rethinking success in the first quarter
Breaking the taboos around vulnerability and mental health doesn’t just benefit CEOs; it strengthens companies. A leader who prioritizes well-being is better equipped to inspire their team, make strategic decisions, and navigate challenges with resilience.
As you start on this new chapter, remember: success isn’t about appearing flawless. It’s about cultivating the self-awareness, support, and emotional resilience needed to lead authentically. In the words of one search fund CEO, “The moment I stopped trying to prove myself, I started showing up as the leader I was meant to be.”
Let’s redefine what it means to be a CEO—one step, one fulfilled state at a time.
