It can be lonely at the top.
Anyone who’s ever climbed a mountain knows a peculiar truth: the higher you climb, the more space there is between you and everyone else.
The same holds true in business leadership. As CEOs reach the absolute peak of their organizations, they face what I call “The Summit Paradox” – the higher they ascend, the more expansive their view becomes, yet the more limited their circle of true peers grows.
The Weight of Solitary Leadership
Think about it: when you’re the CEO, every single thing you do is under a microscope. As the authors of “CEO Excellence” point out, it’s not just about what you say – it’s about how you say it, your facial expressions, even your body language.
Like a climber at high altitude where the air is thin, each movement carries extra weight and significance.
People don’t just listen to your words; they analyze them, interpret them, and sometimes over-interpret them. You might be surrounded by people all day long, but still feel like you’re standing alone at the peak.
Jim Collins nailed this phenomenon in “Good to Great” when he talked about Level 5 Leaders. These are the folks who somehow manage to be humble and driven at the same time.
But here’s the catch – maintaining that balance can be exhausting. Imagine having to project unwavering confidence all day while privately dealing with the same doubts and uncertainties we all face.
Not easy, right?
The Peer Vacuum
One of the toughest parts of becoming CEO is what I like to call the “peer vacuum.” Thomas J. Neff and James M. Citrin explored this in their book “Lonely at the Top,” and it’s fascinating.
One day you’re part of the team, having casual conversations and trading jokes with colleagues.
The next day, you’re the CEO, and suddenly those same conversations carry entirely different weight.
Your old peers might now report to you, your casual comments might be taken as commands, and those honest feedback sessions? They become increasingly rare.
And let’s talk about decision-making. While other executives might be responsible for their divisions or departments, the CEO is the one person who has to worry about everything.
When everyone else has gone home for the day, you’re the one lying awake thinking about the whole company’s future.
That’s a special kind of pressure that few others can truly understand – like being the only one responsible for watching weather patterns from the summit while others focus on their individual climbing routes.
The Pressure of Perpetual Performance
Marshall Goldsmith made a great point in “What Got You Here Won’t Get You There” – the very behaviors that helped you climb the corporate ladder might not serve you well as CEO.
You’ve got to keep evolving and adapting, but here’s the tricky part: who’s going to give you honest feedback about your blind spots?
Everyone expects you to have all the answers, to never show weakness, to always be right.
Talk about pressure!
Finding Support and Perspective
But here’s the good news: it doesn’t have to be this way. One solution that’s gaining traction is working with a business consultant who can shoulder some of the pressure and concerns that you might find in a peer relationship.
Unlike your board members (who have their oversight responsibilities) or your team (who ultimately report to you), a good consultant can be something different entirely.
They’re like a professional thought partner who can:
- Tell you the unvarnished truth without worrying about office politics or their next performance review
- Give you a safe space to say “I don’t know” or “I’m worried about this decision”
- Challenge your thinking and offer fresh perspectives from their experience with other organizations
- Be that honest voice that might be missing from your day-to-day interactions
Moving Forward
Look, being a CEO will always come with some degree of solitude – that’s just part of the role.
Like standing at the summit, the view is incredible, but the air is thin, and there’s limited room at the top.
But that doesn’t mean you have to go it alone entirely. Working with a business consultant as a pseudo co-CEO can give you that crucial middle ground between total isolation and the challenges of internal relationships.
The goal isn’t to completely eliminate the space between you and the rest of the organization – sometimes that space is necessary for clear decision-making.
Instead, it’s about finding healthy ways to process challenges, test your thinking, and maintain perspective while carrying out your responsibilities.
When you do that successfully, what started as the liability of leadership isolation can actually become an asset, leading to more thoughtful and grounded decision-making.
After all, even the person at the top needs someone to talk to – preferably someone who offers a different perspective and isn’t afraid to tell you the truth when needed. If you’re interested in working with me as a sounding board, let’s jump on an introductory call to see if it could be a good fit.