When Lunch Becomes an Act of Leadership

In 2017, I began a new chapter in my career by taking on the leadership of a new team. I was excited, full of ideas, and confident about the challenges ahead. Like with any transition, I expected a period of adjustment. But nothing had prepared me for the idea that something as simple as taking a lunch break would become a symbolic act… and a catalyst for transformation.

From my very first days, I sensed a kind of organizational fatigue. A deeply ingrained culture of performance, where personal boundaries were blurry, sometimes even nonexistent. Without judging what had been put in place before I arrived, I quickly realized the team needed a fresh start, a healthier environment to rediscover meaning, balance, and motivation.

Leadership in action

“What time is your lunch break?”

One day, shortly after I started my new leadership role, an employee, particularly unsettled by the departure of the former manager, came to see me. She asked, a bit bluntly:“What time is your lunch break?”

I explained that, in my role, it’s hard to stick to a precise time. My days are filled with meetings, emergencies, and unexpected situations. She replied: “Yeah, but before, the manager had a set time.” So I asked:“And if she was in a meeting, what did she do?” “She didn’t eat.”

I was stunned. To her, skipping lunch was a sign of performance.

It became crystal clear: I had just stepped into a system where exhaustion was a badge of honor.

Breaking the Cycle

I took a deep breath and calmly said: “I’ll be honest with you, I do intend to eat.”

I also explained that I wouldn’t be syncing my schedule with the team’s lunch break. Not because I didn’t care, but because my role is to ensure that the workload is healthy for everyone, not to be a model of self-sacrifice.

That day, I gently but firmly set my first clear boundary. And from that moment on, everything began to shift.

Leading by Example

That brief conversation became the catalyst for a deep realignment:

• We revised schedules.

• We started planning days with more intention.

• We hired new team members to better distribute the load.

• And we truly started listening.

I chose empathy, clear and human communication, and above all, to lead by example.

Because if I want my team to take care of themselves, I need to show them how.

Being a good leader isn’t about sacrifice. It’s about embodying balance and self-respect, even in the smallest actions.

And Now?

Today, I don’t just lead a team. I coach future trailblazers.

Brilliant, dedicated individuals who sometimes just need space to breathe… and to relearn how to listen to themselves.

I want them to feel that they have the right to:

• say no

• take a break

• question outdated norms

Because a healthy team starts with a healthy framework.

What About You?

If you're stepping into a new leadership role, the temptation to mimic what’s been done before is real. But just because “that’s how it’s always been” doesn’t mean it’s right, for you or for others.

*Dare to become the kind of leader you wish you had.

And if you’re afraid to break the mold? I’ll say this: The fear of disappointing others will always be there. That’s human. But it should never be the one making your decisions.

Because letting that fear guide your actions, that’s the real danger.