Running a business often means moving forward with a well-established image: that of the solid, autonomous decision-maker, capable of making decisions alone, even in the storm. However, behind the titles and responsibilities, the reality is more nuanced. The leader doubts, sometimes exhausts himself, makes decisions with serious consequences… often without any real space to talk about them.
In France, this solitude of the leader is no longer a taboo. It even becomes a central subject, as the figures, studies and testimonies accumulate. Being supported when leading is no longer a sign of weakness, but a strategic, human and economic lever.
Leader loneliness: a widely documented phenomenon
According to a study conducted by Bpifrance Le Lab, nearly 60% of SME and mid-cap managers say they feel alone when faced with important decisions. This loneliness does not only concern business creators: it also affects experienced managers, sometimes at the head of solid structures.
Another survey, carried out by the Amarok Observatory, specializing in the health of managers, reveals that one in two managers has a high level of stress, and that 20% are in a situation of psychological distress. Figures even more marked since the successive crises: health, inflationary, energy.
The paradox is striking: the more a leader surrounds himself with collaborators, the more solitude sets in at the top. Strategic decisions, financial trade-offs, delicate human choices are not always shared around the coffee machine.
To lead is to decide… but deciding alone is expensive
Making decisions without perspective or contradiction carries real risks. According to a study published by Harvard Business Review, leaders who make decisions without an outside perspective are 30% more likely to make biased choices, influenced by urgency, emotion or mental overload.
In France, the consequences are concrete. The Banque de France estimates that nearly 25% of business failures are not linked to a lack of market, but to management errors: poor anticipation, decisions too late, lack of questioning.
To be accompanied is precisely to introduce this external perspective. Someone who is neither judge nor party. Someone who asks the right questions, sometimes uncomfortable, but necessary.
Support, a rare space to say what is not said
The leader speaks little. Not from lack of ideas, but from restraint. He protects his teams, reassures his partners, procrastinates with his shareholders. Result: he keeps his doubts, his fears, his contradictions to himself.
Support, whether it takes the form of a coach, a mentor, a peer or external advice – creates a separate space. A confidential space where it becomes possible to say: ” I don’t know “, “I hesitate”, ” I’m tired “.
According to a study conducted by EM Lyon Business School, 70% of supported managers report better clarity in their strategic decisions, and 65% report an improvement in their personal balance. This is not anecdotal: a clearer and more stable leader is also a more efficient leader.
Economic performance: the figures speak for themselves
Support is not just an introspective process. It’s also a measurable investment. According to a study by the International Coaching Federation, companies using structured support for managers see on average an increase in performance of 20 to 25% on key indicators (growth, profitability, team engagement).
In France, executive support networks observe similar trends. Companies whose managers are supported present:
- a better ability to anticipate crises,
- faster but more secure decision-making,
- a reduction in turnover of management teams.
Support acts as a shock absorber: it limits costly errors and reinforces long-term solidity.
Surround yourself so as not to confuse urgency and importance
The manager’s daily life is often dictated by urgency. Emails, meetings, unforeseen events, internal tensions. In this continuous flow, the strategic vision can crumble. Support allows you to regain height.
A support person does not provide ready-made solutions. It helps to distinguish what is urgent from what is important. To put meaning back into action. To reconnect strategy with values and reality on the ground.
According to an OpinionWay survey, 78% of supported leaders believe that this space allows them to better prioritize, and 72% say they have found a clearer vision in the medium and long term.
Breaking a stubborn myth: being accompanied does not mean being assisted
In France, the culture of the leader “who stands alone” remains strong. However, the most successful leaders are often those who surround themselves best. Great business leaders, leaders of international groups, successful entrepreneurs almost all have a circle of trust.
Being supported does not mean delegating responsibility. On the contrary, it means taking full responsibility for it, agreeing not to carry everything alone. It means demonstrating lucidity and managerial maturity.
A human as well as an economic issue
Finally, there is the essential: the human. The leader is not just a function. He is a person, with limited health, personal life, limited energy. The Amarok Observatory points out that the health of the manager is directly correlated to the sustainability of the company.
Preserving the manager means preserving the company. Support plays a key role here: preventing exhaustion, avoiding decisions made under extreme pressure, breathing new life into periods of tension.
Leading accompanied, a choice for the future
Being supported when leading is no longer an option reserved for an elite or in crisis situations. It is a common sense approach, supported by figures, studies and the experience of thousands of French leaders.
In an unstable, complex and demanding economic environment, the manager can no longer face everything alone. Surrounding yourself means gaining lucidity, performance and serenity. And sometimes, it’s simply giving yourself the right not to move forward alone.
