I have been talking with senior leaders across industries (CEOs, CXOs, and business heads) about whether they would be open to leadership assessments. I went in expecting polite resistance; with their schedules and priorities, I assumed there would not be much appetite for self-reflection. And yes, a few were too stretched. But many surprised me by welcoming it. Some were strikingly candid. “It has been a long time since I got any real feedback,” one told me. “Please be honest and direct.”

One pattern kept coming up: at the top, feedback is limited, and when it does show up, it is usually about KPIs and outcomes, delivered by boards or owners focused on results. The kind of developmental feedback that actually helps a leader grow is rare. A lot of them said they wanted to understand their blind spots, benchmark themselves against peers in the region, and get a clearer view of what it would take to progress in their careers. They were not out of touch with their teams, but in the nonstop push for growth, their own development had slipped down the priority list.

The loneliness that comes with executive leadership also came through. Several leaders admitted they had few, if any, trusted voices inside their organizations they could really confide in. Asking for feedback felt uncomfortable given their seniority, and no one was exactly lining up to offer it. One leader told me he used flight time to read leadership articles because it was the only quiet space he had to think. He also said that while his performance was recognized, it came at a cost: “I am burying myself in work, and it is leaving no room for what I want to explore further.”

When we offered leaders a structured, external assessment, most approached it with real seriousness. For some, stepping out of the daily routines was not easy, but they still valued the experience. Many were searching for validation, clearer direction, and a meaningful challenge. They wanted someone to put words to the gaps they could sense but could not fully articulate and to say the things others were reluctant to say.

Across industries, the pressure felt especially intense in regional and family-owned businesses, where expectations are high and support systems are often less formal. But no matter the sector, one theme was consistent: the emotional weight of leadership. Executives are accountable to owners, boards, teams, and results, often leaving little room for reflection, self-discovery, or personal growth.

What stood out from these conversations was both simple and significant: leadership at the top can be deeply isolating. Feedback does not move easily up or down. And yet the appetite for clarity and self-awareness is unmistakable. To lead well, executives need more than goals and numbers; they need a trusted space to pause, reflect, recalibrate, and reconnect with what they are capable of next. That is not a luxury. It is essential to staying effective over time.