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The authors contend that the current, intensive emphasis on short‐term results prevalent in much of corporate America unwittingly undercuts the ability of companies to achieve long‐term financial success. Given the “always on” nature of life for senior executives in the Digital Age, leaders find themselves subject to tremendous, ever‐increasing pressures and a perceived and/or real need to work harder and longer. The mental, physical and psychological toll extracted by these pressures over time leads to escalating personal sacrifice and ultimately, if unaddressed to the well‐known phenomenon known as “burnout”. Through recognizing what the authors refer to as the Cycle of Sacrifice and Renewal, executives can renew themselves using Mindfulness, Hope and Compassion. Through renewal, senior leaders can counteract the effects of work‐related pressures, perform at their best over the long‐term, and lead their organizations to sustained long‐term financial success.

The authors rely on research conducted by co‐author Annie McKee and Richard Boyatzis as outlined extensively in their current book, Resonant Leadership.

The authors discuss the Cycle of Sacrifice and Renewal as well as Mindfulness, Hope and Compassion, defining each term, and explain the relevance of each to a leader committed to achieving sustained, long‐term performance.

The paper is relevant to current and aspiring leaders and to Human Resource executives interested in working with people to help them perform at their best.

Deciding to join with another company is easy. The hard part is making the marriage work.

The study investigated the predictive role of supportive leadership and psychological safety for mindful organizing and the subsequent impact of mindful organizing on individual task performance. Mindful organizing, a concept from high-reliability organizations (HROs), can improve performance in various industrial settings. The limited availability of novel predictors for mindful organizing necessitates exploring this concept in the context of adventure tourism.

Through a cross-sectional research approach, 394 respondents were selected from the adventure tourism industry in Malaysia. The proposed causal research model was evaluated through structural equation modeling (SEM), aggregation and bootstrapping.

Psychological safety and supportive leadership significantly impacted mindful organizing. Mindful organizing, in turn, was positively associated with individual task performance. The mediating role of mindful organizing between psychological safety and task performance was statistically significant. However, the mediating role of mindful organizing between supportive leadership and task performance was not statistically significant.

Managers in the adventure tourism industry should consider applying mindful organizing to increase employee productivity and develop collective sensemaking. Also, developing a culture of support among managers and coworkers, emphasizing the team's psychological safety, may boost the morale and productivity of the workforce.

This research has identified and empirically tested new antecedents, psychological safety and leadership for mindful organizing in the adventure tourism context and has addressed a significant research gap (Sutcliffe et al., 2016) by broadening the scope of mindful organizing research to encompass contexts beyond those exclusively considered HROs.