Hello, dear friend,
Inspired by situations brought up by my coaching clients, I recalled a very challenging time in my career. I was in my late twenties working hard to build a retail business. I had a very good operational team I could rely on to achieve efficiency and deliver on time. With very good client feedback, the business was growing and the growth potential was even more promising.
However, I found myself quite often in dead-end decision-making processes. I would take a situation and turn it on all sides looking for a clear and outstandingly smart solution. Many times, I had a hard time falling asleep while carrying the pressure of an important decision. Adding this burden to a habit of long working hours, it comes as no surprise that I soon was exhausted.
I had to recover from my first burnout with a list of actions to do things differently. The first one was to build a mix of moments of solitude with moments of sharing with other leaders when facing difficult decisions. The second one was to include my team in the decision process, especially in aspects they were experts in. The third one was to get a mentor who could offer me a safe guiding process.
As the feeling of solitude is not unusual among leaders from various fields, I invited five of the leaders I admire and had the chance to work with to share their experiences on how they deal with challenging situations. Some of them shared priceless pieces of advice for many leaders who go deep into the process of doing everything they can to make their business better.
“As an entrepreneur in not-for-profit independent media, I’ve often felt alone, or, more accurately put, incapable of sharing the burden of making us financially sustainable. I’ve felt guilty for not being able to bring in enough revenue to pay salaries that make the precariousness of media jobs a lighter burden. I’ve found that many others in my role feel alone around when the stress of being responsible for the well-being of others is high. If there’s a cure for this, I don’t know, but the fellowship of others has helped, knowing you are not alone has helped, and so has transparency with the team. When we started talking openly about salaries, about revenues, about the difficulties, it brought some relief. I still carried the responsibility and the loneliness, but at least the team knew our limits and my limits and could decide how to help, or whether this was a project that wasn’t for them.”
Cristian Lupșa, recovering Media Entrepreneur
“I felt the loneliness of leadership most in those tough moments when I had to make decisions that weren’t popular but were necessary to keep things steady or move us forward. It’s a kind of solitude that goes beyond just being physically alone—it’s the mental and emotional weight of knowing the responsibility rests on your shoulders, and not everyone will see things the way you do.
What helped me through these times were two simple but powerful steps. First, I gave myself the space to sit quietly with my own thoughts, letting myself feel any doubts or fears without rushing to push them aside. That quiet time helped me hear what I truly believed in. Second, I reached out to someone outside my usual circle—a person I trust who isn’t in my organization or even my industry. We didn’t talk about solutions. Instead, I just spoke my thoughts out loud, and that alone helped me sort through them and find clarity. It reminded me that solitude doesn’t have to mean doing it alone—sometimes, it’s about having someone who listens without judgment, who helps you hear your own voice more clearly.
For any leader feeling that same kind of loneliness, I’d say this: take time to listen to yourself, and don’t be afraid to reach out to someone you trust, especially if they’re a bit removed from your daily work. Sometimes, just sharing your thoughts with someone who’s there to listen can turn isolation into understanding. For me, finding this balance—between reflection and connection—has helped me turn solitude from something heavy into a source of strength.”
Geanina Ioan, CEO & Founder
“As a senior executive, I have felt solitude and isolation from most of my team. This was generated mostly because I have felt that as the leader of the organization all the pressure of delivering the desired results rests on my shoulders, and many times I also felt that I am more connected and responsible than the rest of the team. The main reason for that was the lack of clarity, accountability, and communication, as I was paying too much attention to the destination and almost none to the journey.
In my case, the solution was a severe burnout which impeded me from continuing the usual way, and I was forced not just to communicate, but also to share knowledge and responsibility with the staff. After that experience, I learned that most of the time sharing is key, not only for isolation but also for lack of performance.”
Magor Csibi, Partner & Senior Executive
“Many leaders are committed to building and managing teams. However, being at the top means you are responsible for making tough decisions, particularly when it comes to making choices on what’s right for the business. Sometimes these decisions can be hard at the time and if it involves moving team members around into different roles, this can unsettle teams.
However, what we often see is that positive outcomes do come with not being afraid to make changes for the good of the business. These are the challenges all leaders face. This is the time to remind your team that they must come together to see the future vision of the organisation and the values part they have to play.
Risk is a necessary component of forging a new path. Leaders should have the ability to assess the current state, make confident decisions about the future state and calculate what they think will come next.”
Jo Wimble-Groves, Business Director & Co-owner
“In spring 2020, when COVID-19 hit, our business, Impact Hub Bucharest, was severely impacted. As founder and manager, I was suddenly forced to confront difficult decisions to keep us afloat. With a real estate-based coworking model and startup accelerator programs, both revenue streams were put on hold. The team had grown to over 20 people by then, and after a successful 2019, we were now facing an urgent need to cut costs and survive without traditional revenue.
The decision was emotionally challenging. On one hand, there was a pragmatic need to take drastic measures; on the other, I felt a deep commitment to our team’s wellbeing. During a tense team Zoom call, however, a turning point came when someone asked, “What are we good at?” From there, the conversation shifted, and we explored new ways to leverage our skills and personal hobbies. This pivot allowed us to continue working as a team without layoffs.
The lesson: Talk openly with your team about real issues. Some may leave, but those who stay will become true champions.”
Vlad Craioveanu, Founder & Manager
For leaders, solitude is often a double-edged sword—isolating yet essential for profound decision-making. While it brings a sense of loneliness, especially in moments of critical choice, it also provides the clarity and mental space needed to lead with insight and integrity.
Recalling my own experience and learning from the experience of my guests in this article, I embrace one more time the power of sharing as a path to solution finding as well as to relationships building, especially among leaders.