Article published in the Spectator: https://www.larepublica.co/analisis/daniel-lopez-hincapie-2889790/la-paradoja-de-la-soledad-de-los-ceo-3-3-4102212#:~:text=Aquellos%20que%20ejercen%20el%20liderazgo,organizaci%C3%B3n%2C%20reducen%20significativamente%20la%20soledad.
Sisyphus, king of Corinth, was known for his intelligence and cunning, a combination that led him to deceive the gods. Filled with anger, Zeus condemned him to eternally push a boulder up a hill. However, just before reaching the top, the rock rolled back to the starting point, forcing our doomed mythological character to start over and over again. Are our CEOs the modern representation of Sisyphus?
From a corporate governance standpoint, it is essential to create boards of directors that provide support, mentoring and a real space for dialogue with the CEO, generally facilitated by the chairman of the board. When boards are limited to supervision, the CEO is isolated, forced to lead alone. Are board chairmen really prepared to accompany their CEOs strategically and emotionally?
On the other hand, a study by Zemaeta (LSE) highlights the conflict between the CEO's role and his or her personal identity. Those who exercise leadership only from authority tend to lose influence, which increases their sense of isolation. In contrast, CEOs who balance authority and influence, connecting authentically with all levels of the organization, significantly reduce loneliness. Key to achieving this is breaking down structural barriers-often invisible-that separate them from other employees. Strategies such as regularly touring offices or meeting with non-managerial collaborators help to bridge the psychological and hierarchical distance.
In addition, clear structures and defined processes effectively distribute decision making without losing control. This frees the CEO from the micro-decision overload that, in leader-dependent cultures, reinforces isolation. Strategically distributed leadership, with appropriate delegation and balanced controls, strengthens both the leader and the organization.
Finally, mental health and personal balance -including the family environment- play an essential role in the management of emotions. Although it may seem intuitive, many face emotional challenges when leading, and learning to manage them should not be a self-taught process: it requires method, accompaniment and discipline. Strategies such as coaching, cognitive therapy, exercise, meditation and a balanced family life have proven to be effective in reducing stress and loneliness in senior management. In the same vein, peer networks are key: they provide safe spaces where CEOs can share experiences, address common challenges, and receive strategic and emotional guidance. This connection not only mitigates the isolation of the position, but also strengthens decision-making and organizational performance.
We can no longer settle for leaders who operate like machines, trapped in a dynamic that sacrifices their personal well-being in the name of professional success. We need CEOs who find balance, who cultivate a life beyond the office. Otherwise, they will continue to push the same rock every day, without relief or companionship, repeating a condemnation that should no longer be part of contemporary leadership.
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