Recent discourse with industry experts allowed me to reach the following conclusion: we are all a little more alike than we may know (or admit). For those who follow my blog and publications, you know I support middle managers across the spectrum— both frontline and mid-career. A trend I regularly hear from my coachees is that of a self-admitted lacking knowledge. This knowledge – knowledge to manage effectively, knowledge to spark cohesion, to craft a vision, to draw upon individuals’ strengths, is invaluable. The brilliant thing about education is that it cures these (management) ailments which cause disengagement and turnover. But at the root of this lacking knowledge is a feeling of loneliness.  

Loneliness is sparked by pressure: (1) pressure from the top to perform, to increase profit, to engage the workforce, and (2) pressure from the team to resolve concerns, increase resources, address benefits, resolve interpersonal conflict… the list goes on.

Although loneliness is a common theme – what I do not often see is a coalition for managers to learn from one another or to support each other (who has the time!?). I also observe hesitancy to allocate funding to the coaching and training of managers, even though disengagement costs businesses in the U.S. over $350 billion/year. While a different topic, managerial training is proven – yes proven – to retain talent.

Back to loneliness. What loneliness drives is isolation, and not much good comes from isolation. Creative solutions dissipate, cohesion of managers cease to exist, and the pressure managers feel to “do it all,” increases. 

In this same breath, loneliness is not an issue unique to middle management. In fact, I am told it is quite the opposite.

Wendy Luttrell, Owner of C Suite Goals, a west coast-based consulting firm, realized a need to support CEOs after her lived experience. Wendy is a seasoned CEO with experience in the Fashion sector (most notably taking BedHead Pajamas from 4M – 12M and exiting the owner profitably).  She is not unknown in fashion – having worked with Eileen Fisher, Sketchers, Linea Pelle, and Hello Kitty.  

From Wendy’s point of view:

 “When I was running BedHead it was a daily struggle to keep a positive attitude and motivate the team to grow.  Working alone in a vacuum can be paralyzing, I kept pushing forward by calling on my network to bounce ideas and get encouragement.  As CEO’s and business owners we are called upon to consistently be a support system for our teams and for the owners of our companies.  Who takes care of CEO’s?  This is why I feel I have a calling to provide a support system for CEO’s and business owners.  I work with CEO’s to help them through each day, when they feel like impostors, and when they feel the weight of the responsibility of leading the team with no support.  I consistently hear that CEO’s have no one to talk to.  Providing an ear through my Vistage Peer support group and through my private practice gives leaders a break – providing a safe space to talk about challenges they face and celebrate their victories and grow as people and leaders.” 

The challenges middle management or executive leaders face may be different, but a basic human need remains the same – the need to confide and the desire to collaborate with peers. The support that one gleans from shared experiences can yield creative solutions and offer emotional support. But, moreover, the discussion of our perceived isolation is useful to demonstrate how we are not all that different - an interesting takeaway.