What Leaders Don't Talk About (But Should)

In my inbox this morning landed a 100CEOs newsletter from Steven Bartlett. The top 5 answers from CEOs across the world when asked, "What's the one thing you wish CEOs talked about more openly?"

One response made me pause and think. Raquel Bouris, founder of Who Is Elijah (a $20M Australian fragrance brand), wrote:

"I've had moments where we had $0 in the bank account, but a million dollars owed to us by retailers. Those are the moments of building a business that rarely make it into glossy press releases or Instagram posts.

What I feel is missing from most CEO and founder conversations is the truth of how they got to where they are. The nights you don't sleep because you don't know how you will make payroll. The wrong hires that hurt your business. The partnerships that fail.

I want other founders and future CEOs to know: if you feel overwhelmed, under-qualified, and like you're barely keeping it together, it doesn't mean you're failing. It means you're building."

Why This Resonates

This is the conversation we should be having more of.

I ran a manufacturing business for 12 years through relentless economic turbulence. Brutal overheads, wafer-thin margins, a fiercely price-driven global marketplace. I lived this reality repeatedly.

February 2022. Russia invades Ukraine. Timber prices skyrocket overnight.

Construction-grade plywood was a significant cost component in our products. We'd built our entire supply chain around it: our expertise, our processes, our production setup. Suddenly, every committed project became questionable. Products we'd made week-in, week-out for years became unprofitable overnight.

With margins already thin, this wasn't a problem we could absorb. It required immediate, drastic action. Full supply chain overhaul, project re-evaluation, decisions that would impact our entire team.

That crisis taught me something crucial: technical knowledge gets you to the problem. But it's your emotional resilience and decision-making under pressure that determines whether you solve it or let it destroy you. We survived. Many businesses facing similar shocks didn't.

The Reality Most Leaders Face

Crisis isn't a matter of if, but when. Most business leaders will face moments like Raquel's zero-dollar bank account or my timber crisis. Moments where the ground no longer feels solid underneath you.. The real question (the one that determines whether you survive or fail) is this:

Do you have the skill set, mindset, or experience to deal with crisis effectively?

If your answer is yes (genuinely yes), you don't need external help. But if the answer is no, or even "yes, but..." then you need support. And you need it fast.

What Crisis Management Actually Requires

There are two components to navigating crisis successfully. Miss either one and you're in trouble.

1. The Emotional Component

This is often the biggest hurdle, though it's discussed the least.

The weight of payroll when cash flow collapses. The fear of letting down your team. The lying awake at 3am, staring at the outline of the curtains, questioning every decision that led you here. The isolation of carrying decisions that could end livelihoods.

You navigate this through having been there before (experience teaches hard lessons), through character (resilience and toughness built over time), or through your support network (the people who keep you grounded). Usually, a combination of all three.

2. The Logistical Component

This requires both hard and soft skills working together.

Technical assessment of your situation with brutal honesty and clarity. Deep understanding of your business and the dynamics affecting it. The ability to create an effective plan considering timing, impact, and what can actually make a difference. Then execution that balances ruthlessness (making hard calls fast) with compassion (protecting your people where possible).

Get the emotional component wrong and you'll freeze or make panicked decisions. Get the logistical component wrong and you'll act decisively in the wrong direction. Both can be fatal.

When to Ask for Help

Crisis management is an emotional rollercoaster. Brutal for you, your team, and everyone in your orbit. The impact shouldn't be underestimated.

The leaders who come through crises aren't necessarily the ones who never doubt themselves. They're the ones who know when they need help, and who ask for it before the crisis becomes catastrophic.

That's the conversation I wish more CEOs were having openly.

I'm Marc Richard. I spent 12 years running a manufacturing business through multiple crises before becoming a Business Turnaround Specialist. I work with SMEs (£2-20M revenue) facing existential pressure: declining revenue, cash flow crises, leadership breakdown. I help stabilise, restructure, and rebuild. If your business needs urgent support, or you know someone who does, let's talk.