The loneliness experienced by CEOs stems not from a lack of social connections but from the heavy burden of leadership and decision-making — especially during crises, when they look to their board, senior executives, or operational managers to steady the ship but feel they aren’t up to the task or are divided. Research — a survey of 109 CEOs of major Canadian organizations, complemented by in-depth qualitative interviews with 46 of them — suggests six strategies for alleviating loneliness that leaders can employ.
It’s lonely at the top. Heavy is the head that wears the crown. The higher you go, the lonelier it gets. Well-worn platitudes like these reflect our belief that being a CEO must be a lonely job. We picture them all alone in their office on the top floor, reviewing the quarterly sales figures with an expression of dismay. But does this image reflect reality?
