Behind the funding announcements, growth milestones and high-stakes decision making, there’s a silent struggle playing out in boardrooms across the UK and beyond: loneliness at the top.
It’s not a new phenomenon, but it’s becoming harder to ignore. More than half of CEOs feel lonely in their role, and 61% believe it hinders their performance. With hybrid working, economic pressure, and ever-increasing scrutiny from stakeholders, that isolation is deepening.
One in three startup CEOs say they have no one they can confide in about the toughest parts of leadership. No sounding board. No feedback loops. Just pressure and performance.
In our experience, this often becomes most acute during periods of growth or change—ironically, the moments when external perception of ‘success’ is highest.
The Data Behind the Disconnect
Our research has found:
- 72% of CEOs experience loneliness.
- 41% say they feel more isolated now than before the pandemic.
- Only 12% of CEOs have a formal mentor or coach, with much of these being larger or listed business CEOs.
- In high-growth or VC-backed startups, these figures are often worse—especially where expectations are high, teams are lean, and boards are distant.
While loneliness isn’t a diagnosis, it is a performance issue. Left unaddressed, it can lead to burnout, poor decision-making, and leadership paralysis. It can also trickle down into culture—creating a team that mirrors the isolation at the top.
The Hidden Cost of Silence
What’s striking is how little of this is discussed openly. CEO support is often seen as remedial—a fix for when something’s already broken. In reality, it should be a strategic investment.
High-performing CEOs don’t necessarily need answers. They need space to think, challenge themselves, and be challenged. The best leaders actively seek out perspective from those outside their immediate team or industry bubble – this external perspective is key to the process.
Time to Normalise Support
There’s no bonus for isolation. And yet, far too many CEOs let themselves become isolated. Many seek professional advice on legal matters and financial issues, but too few seek professional support to develop as leaders.
Conversely, those who use a sounding board or formal support often approach this as a tool for performance, and when they do 95% experience a positive impact.
Boards should ask not just how the business is performing, but how the CEO is leading this performance. CEOs should see CEO coaching as part of the job—not an optional extra.
The cost of doing nothing is increasing, so find out more about executive coaching and how it helps.
