It Can Be Lonely Running a Business

Adam Payne • 1 October 2021

The Feeling of Being Alone in Business and What To Do About it

A read a great post this morning from Gus Bhandal regarding Lewis Hamilton's fantastic achievement of 100 F1 Wins, not been achieved before. Congrats to Lewis, one hell of an achievement.

The image was of Lewis Hamilton sat alone at the head of a dining table with the caption “Lewis Hamilton and all the other 100x F1 winners.” now of course there was no one else sitting with him as obviously he's the only one to have achieved this, but what struck me was how alone he looked, which got me thinking of how lonely it can be in running a business, being a manager, leader, high achiever. 

I'm a big believer that we are the average of the 5 people we hang about with, so those 5 must have the principles, behaviours, skillset, and positivity you need to move yourself forward, and unfortunately sometimes they have to be changed. On top of this as you build more Success it will unfortunately breed a number of negative emotions within some relationships, one of which is jealousy (both personal and business), so again changes have to be made. Your inner circle and connections will potentially get smaller but more powerful and stronger as you progress with your journey.

This is a common conversation I've had with many a business leader and business owner. 

What to do about it?

  1. Get a business mentor and or coach, these are the confidantes, extended board members, people that look through different eyes, they've been there and know what it's like.
  2. Build a strong Inner Circle Team, meet regularly, talk regularly. Build that peer network, bounce off one another.
  3. Join Peer Networks can be superb, you must do your due diligence here though, ensure the peer group is right for you and where you're at.
  4. Get a Mental Strength Coach - Business is 80/90% mindset and Fear is our worst enemy. Fear breeds in the dark, in the shadows, on the sofa, wherever inactivity exists. Fear can't hit a moving target so owning the property in the six inches between your ears is priority, this is where a mental strength coach is key. This one is close to my heart as I didn't do this in the early stages and it made its mark on me (listen to my story here).

This is not exclusive advice, but highly recommended from people I have spoken to and what I have done in my journey, I cannot stress enough that you don't just leave it thinking it will go away, it doesn't! so build that strong inner circle, change it when it's not working and get yourself a business mentor / coach. I have few, and yes business mentors do have business mentors 😁.

PS: if you do feel your struggling  with that feeling of loneliness please do get in touch here, my door, phone, zoom meetings are always open.
Woman holding her fist out towards the camera - Small Business Growth Coaching

***RUNNING A BUSINESS IS HARD***


When you’re running your business, it’s often hard to talk to people about your true concerns. Partners, friends, employees, don’t get it for differing reasons, and there can be a lot of noise going round in your head.


Our Business Mentoring Power Hour provides that confidential, quiet space to focus, be a sounding board for the priorities and challenges that you’ll face- Click Here

by New Way Growth • 30 September 2026
A quiet diagnostic exercise for MDs of UK medium sized manufacturers: list every decision you made last week, mark those that reached you through habit, history or a missing written rule, then note how long each one waited, to see how much critical knowledge runs through too few heads.
by Adam Payne • 25 September 2026
Follow one £186,000 UK manufacturing contract from quote to bank and see exactly where the margin goes: a discount agreed in the last five minutes, stale material prices, panels scrapped after a drawing revision, ten days of invoice drift, a bounced part number and five months funding someone else's business.
by Adam Payne • 17 September 2026
UK manufacturing growth numbers get committed in the boardroom, the bank, to a group MD or across the kitchen table, while the capacity, decision rights and reporting lines needed to deliver them are quietly assumed rather than built. A practical look at where that gap comes from and what closing it actually requires.
by Adam Payne • 9 September 2026
UK manufacturing firms stall at roughly £3m, £10m and £25m for structural reasons, not effort. This guide explains each growth ceiling, the warning signs (decisions queueing on the owner, revenue rising while margin flatlines, knowledge trapped in 3 or 4 heads), and the specific changes that break through each one.
by Adam Payne • 1 September 2026
How UK engineering, defence and confidential contract manufacturers build authority when NDAs, IP restrictions and export controls block the obvious approach.
by New Way Growth • 25 August 2026
A practical risk register for UK micro and medium manufacturers: ten marketing roadblocks, including capacity limits, late payment cash flow squeezes, key person dependency, platform changes and staff turnover, each paired with an early warning sign and a specific contingency to plan around before it derails growth.
by Adam Payne • 13 August 2026
For UK manufacturers, marketing stops and starts because of capacity, ownership and planning, not willpower. Here is a routine that survives busy months.
by Adam Payne • 5 August 2026
How UK manufacturers can turn "that's not my job" into lasting accountability using the PDCA cycle (Plan, Do, Check, Act) and a daily governance rhythm, explained with real shop floor examples.
by Adam Payne • 30 July 2026
KPIs are health metrics you track continuously, such as OEE, OTIF and scrap rate. OKRs are quarterly change goals with a start point and a finish point. UK manufacturers turning over £5m to £50m usually need trustworthy KPIs before OKRs will work at all.
by New Way Growth • 23 July 2026
Critical Success Factors are the 3 to 5 things that decide your manufacturing business's next 12 months. See how UK manufacturers can identify theirs for year to come.