I recently hosted my first Volante masterclass with a group of CEOs and senior leaders.
Before the session, I asked a simple question:
What feels least talked about, but most significant, in the role?
A few responses capture it directly:
"The loneliness.”
“The moral solitude of decision-making.”
“How disposable you are as CEO.”
“The expectation you know the answer, when you often don’t.”
“The emotional isolation of carrying decisions that affect many lives.”
The hidden layer of leadership
The most significant parts of the role are often the least visible.
Not the external leadership, but the internal experience.
The weight of responsibility.
The ambiguity.
The need to make decisions that hold, often without full information or clear precedent.
This is where many leaders are operating, continuously.
What leaders are asking for
I also asked what people most wanted CEOs to speak candidly about.
The answers were consistent:
- How to carry pressure without burning out
- How to make decisions when every option has consequences
- How to trust your team when the stakes are high
- What you have to unlearn to become effective
- How to lead when you do not have clear answers
This is not a demand for more content. It is a demand for more reality.
Not inspiration, but trade-offs and judgment.
Not when things are clear, but when they are not.
What this points to
A few patterns stand out.
First, the internal experience of leadership is under-discussed but central. Isolation, pressure, and identity shape performance as much as capability.
Second, decision-making under pressure is the core capability leaders are trying to strengthen.
Third, many are navigating complex relational dynamics alongside operational ones. Boards, donors, teams, and, for some, the additional layer of how gender shapes expectations and behaviour.
Why this matters
Most leadership content focuses on frameworks, strategy, and outcomes.
Leaders are asking something different.
How the role actually works under pressure.
How decisions are made in practice.
What it takes to remain effective over time.
The value of the session was not just in identifying these themes, but in hearing how different CEOs navigate them in practice. That nuance is difficult to capture outside of a live conversation.
What participants said
A few reflections from those in the session:
“It was wonderful to be in the room with other women CEOs… the conversation made me feel less alone.”
“The quality of the content was super high and the vibe was honest but also positive.”
“Thank you for organising such a great session.”
If I build on this, I will likely go deeper into decision-making under pressure, the personal cost of leadership, and how leaders sustain effectiveness over time.
If this resonates, I would be interested to hear what would be most useful to explore further.
Warmly,
Liz
Strategic Advisor | Former CEO | Founder, Volante
Based in Kenya, available globally
