In February of 2012, Harvard Business Review featured a story acknowledging that it is lonely being the CEO. The article noted that it’s isolating at the top. Now, if you are at all like me it is a little hard to feel sorry for CEOs on a regular basis. What with their power, prestige, influence, and wealth — the common man’s perception is that they have it all. They must be the happiest people on the planet.
All those trappings of success notwithstanding, business leaders face some genuine troubles, not least of which is loneliness.
The author of that article cited survey findings from the CEO Snapshot Survey that “half of CEOs report experiencing feelings of loneliness in their role. And 61 percent believe that it hinders their performance. This was particularly acute with first-time CEOs and young leaders.
Maybe you are also like me in that you don’t really care if billionaires like Warren Buffet, Bill Gates, Mark Zuckerberg or Jeff Bezos aren’t reaching the pinnacle of Maslow’s hierarchy!
So why am I writing about this?
I would suggest that any leader’s isolation and feelings of loneliness have negative implications on their personal performance, and perhaps more importantly, on how they interact with others. Because it is not just big corporate CEOs who experience this kind of loneliness. It is team leaders, entrepreneurs, pastors, and community leaders also. And this impacts the bottom-line for organizations.
This loneliness springs from a feeling that they have no one “at their level” to talk to. They have no “peers” in their view. They have no one to confide in. They have no one to bounce ideas off of and no one to turn to for advice. They also have no one holding them accountable for their actions and deeds. This isn’t good for decision-making, culture, performance, or the long-term health of the organization.
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