High performance requires a specific mindset: pushing through discomfort, maintaining focus under pressure, and executing despite obstacles. These traits often distinguish good from great in business.
However, the qualities that lead to professional success do not always support physical health. Determination helps people overcome challenges and stay focused on their goals, but recognizing when to slow down, recover, and adjust expectations is just as important for long-term well-being.
I have observed this pattern consistently. High performers are not challenged by commitment to health, but by their approach to it.
BE WARY OF THE TIMELINE
In business, speed offers an advantage. Quick decisions and momentum are rewarded, which, over time, creates a bias toward urgency.
Health requires a different approach to progress. The Centers for Disease Control and Prevention recommends that adults complete a minimum of 150 minutes of moderate physical activity or 75 minutes of vigorous exercise each week, along with muscle-strengthening activities, such as weightlifting, squats, or resistance band training, on at least two days. While intense workouts can contribute to these goals, the challenge for many business leaders and professionals is maintaining a consistent routine amid demanding schedules and business travel.
I have watched this play out many times. A senior leader decides to “get back in shape” and commits to daily workouts and aggressive targets. For a few weeks, the effort is impressive. Then a quarter closes, travel picks up, and the routine that depended on perfect conditions is the first thing to go. They just stop showing up.
Operations taught me that you earn the right to grow by executing the fundamentals consistently, not by doing something dramatic once. A body works the same way. The leaders I see who sustain their health treat the first month as a foundation, not a sprint.
THE COST OF WAITING LONGER
When people postpone health concerns, the consequences can extend beyond the individual. For business leaders, an unexpected health issue may affect professional responsibilities, family commitments, and the people who depend on them.
Timely action is critical in healthcare. The American Cancer Society reports a five-year relative survival rate of 91% for localized colon cancer, compared to 13% when the cancer has spread to distant parts of the body. These figures illustrate how significantly outcomes can differ depending on the stage at which cancer is diagnosed.
High blood pressure is another example. The American Heart Association’s 2025 guidelines stress early detection and proper treatment to lower cardiovascular risks. Treatment may include lifestyle changes, medication, or both, as a physician advises.
An unexpected health issue can also affect the workplace. Consider a company executive who suddenly needs an extended leave of absence. Colleagues may need to take on additional responsibilities, important decisions may be postponed, and teams may have to adjust priorities to maintain business continuity.
Families can face similar challenges, especially when caregiving responsibilities or daily routines change unexpectedly. These situations show how personal health can intersect with professional and family life.
In the office, business leaders regularly consider risk management, operational continuity, and long-term investments. Taking a similar proactive approach to personal health helps them prepare for challenges and maintain their capacity to lead and support others.
PLAN FOR THE UNEXPECTED
Business leaders know that even the best plans face unexpected challenges. Experienced leaders handle disruptions by creating contingency plans and preparing team members for different roles. Applying the same flexibility to personal health helps professionals adapt to distrupted routines.
For example, an executive traveling for business may struggle to maintain their usual workout. Alternatives, such as a 20-minute hotel gym session, a morning walk, or a shorter strength workout, help them stay active until resuming their regular routine. This flexibility supports health without adding pressure to a demanding schedule.
Research from the Annual Review of Psychology shows that habits form through repeated behaviors in consistent contexts. Leaders with changing schedules can build healthy patterns by finding opportunities for physical activity in familiar parts of their day. Over time, adaptability becomes essential for maintaining a healthy lifestyle.
THE VALUE OF SHARED EFFORT
Independence is a valuable leadership quality, but experienced executives also recognize the value of surrounding themselves with people who encourage progress and reinforce commitments. This sense of connection can similarly support an active lifestyle.
A professional who regularly attends group fitness classes may find that familiar faces become part of the experience. Participants encourage each other during challenging exercises, instructors acknowledge returning members, and conversations often continue after class. Knowing others expect their return can motivate continued attendance, especially during busy workweeks.
People who exercise independently can also build sustainable routines, but they may need to create accountability through a training partner, coach, or supportive social network.
Ultimately, consistency means participating regularly, with the flexibility to adjust their workouts to meet individual needs.
BEYOND THE JOB TITLE
Much of what a chief executive does happens far from the work itself. The gym is one of the few places where none of that applies. Nobody cares about your title, and the weight certainly does not. You do the same reps as everyone else. That is humbling, and I think it is supposed to be.
In a group fitness class, a CEO trains alongside a teacher, a founder, and someone returning after a long break. The hierarchy that organizes the rest of the day does not exist there. I have watched executives who run rooms for a living take direction from an instructor half their age, miss a cue, laugh, and try again. That is not a loss of status. That is practice.
The habits that make someone a good training partner are the habits I most want in the people I lead: Show up consistently, respect the person next to you, and measure progress against yourself.
Throughout our careers, we measure success by outcomes, milestones, and organizational impact. I take legacy seriously and believe it is defined by what we pass on to others. The people we grow alongside contribute to that legacy.
Chequan Lewis is CEO of Crunch Fitness.
