With thirty years of international experience, award-winning executive coach Philippe Mathijs has worked with some of the biggest corporate companies. The goal of his most recent book, How Not to Be Lonely at the Top, is to develop a tool that will offer leaders and prospective leaders insightful advice.
Why did you write the book “How Not to be Lonely at the Top”?
My desire to assist people in navigating the often-unspoken norms and intricacies of moving up the corporate ladder served as the motivation for “How Not to Be Lonely at the Top.” Professionals face many difficulties and subtleties as their professions progress, which aren’t often freely discussed. My goal was to produce a tool that would help leaders and aspiring leaders handle these circumstances more skillfully by offering insightful advice.
My goal as a leadership consultant and executive coach is to help people become the best versions of themselves. I was able to reach a wider audience by writing this book, which provides advice and tactics that can have a big influence on readers’ leadership and career growth.
In what ways does his book explore the relationship between mental health and leadership?
I’ve had challenging times in my work that have scarred me for life. I frequently wished I had someone to bounce ideas off of at those moments, simply to be sure I was still sane and not going crazy. “How Not to Be Lonely at the Top” explores some of my challenges while emphasizing the value of mental health for leaders.
I discuss my own experiences and the lessons I’ve learned in the book to provide leaders with guidance on how to balance their professional obligations and mental health. I also talk about how I’ve assisted the people I coach in resolving comparable problems, stressing the value of getting support and preserving a positive work-life balance.
In addition, I give my readers tips on how to deal with business politics successfully. Leaders may improve the supportive and productive work environment they cultivate and their mental health by comprehending these dynamics and implementing useful strategies.
What distinguishes “How Not to Be Lonely at the Top” from other leadership books that are already available for purchase?
“How Not to Be Lonely at the Top” is unique because of its hands-on, real-world methodology. In contrast to several leadership publications that dive into management theory, this book provides readers with practical advice that they can use right away to improve their day-to-day jobs. The methods are tried-and-true since they are based on actual experiences, both mine and the people I’ve coached.
Senior industry experts who have evaluated the book have also expressed similar feelings, saying things like “I wish someone had told me what you share” and “I thought I was the only one to think like that.” These observations demonstrate how the book has a profound emotional impact on readers, helping them feel less alone and more understood as they navigate the challenges of leadership.
The relationship between leaders’ risk-taking behaviour and loneliness is discussed in the book.
How may risk-seeking inclinations or extreme risk aversion affect financial results, and how can leaders find a middle ground?
Fortune, as they say, favors the brave. As a leader, my definition of “risk-taking” has to take into account the nature of the work, my personal preferences, and the company’s risk appetite. Those in charge of hospital operations or the IT/operations departments, for instance, would be less willing to take chances than people in sales, who might experiment with different strategies with clients. In summary, prudent risk-taking along with careful consideration of the company’s risk appetite, individual preferences, and work environment all work together to foster innovation and prevent unfavorable results.
Which business executives can put into practice right away after reading “How Not To Be Lonely At The Top”?
Be ready for difficult talks: It’s not the “what” that wears you out, but rather the “how” and the response it receives. Both positive and negative statements, such as “I want a promotion” or “Sorry, but we have to let you go,” can elicit emotional reactions from the other person.
You don’t have to go it alone: Why don’t you seek out a coach or mentor if the most prosperous businesspeople do? Contrary to popular belief, having a coach does not imply inadequacy because exceptional coaches have the power to genuinely improve their clients.
What self-care practices do you follow? The body and mind are under tremendous strain at work. What methods does the leader use to unwind mentally, in the same way that we do after exerting ourselves physically?
What initiatives or ideas do you have coming up?
Our biggest future project is a brand-new, totally original program that draws inspiration from the book. This extensive program will explore several topics in considerably more detail, enabling participants to become radically different leaders in both their personal and professional lives. In addition to delving into our identities and the tremendous effects these triggers have on our minds and lives, the program will study the triggers that affect us. After that, it will go on to educate participants on how to manage these triggers, allowing them to become ultimate leaders who can choose how to respond instead of just what to respond to.
