Management Coach in Conversation: "Freedom Begins Where We Stop Living the Lives of Others"

Many executives suffer from a compulsion to control and permanent availability. An expert explains in the FAZ how the fear of losing control blocks inner freedom. Furthermore, the text examines why neurodivergence is gaining increasing relevance in executive suites.

Manager coach in conversation: Freedom begins where we stop living the lives of others

In a current discourse on the psychological state of the German management level, the question of inner autonomy is increasingly moving into focus. On October 16, 2026, a renowned psychologist and expert in supporting management positions clarified that the feeling of lack of freedom in executive suites is often self-inflicted. According to her, many executives move in a hamster wheel of uninterrupted availability and the compulsion to micro-control every single detail. These behavioral patterns are often not just an expression of a high sense of duty, but also signs of a deep-seated fear of losing control or failing to meet the expectations of others. According to the expert, the core of the problem lies in the fact that many decision-makers have forgotten how to separate their own needs from the requirements of their roles.

Psychological stress in leadership positions and the transformation of the working world

Behind the phenomenon of permanent work and the addiction to control are often deeply rooted psychological mechanisms. In an era where the boundaries between professional and private life are blurred by digitalization, many managers find it difficult to set boundaries. The psychologist points out that true freedom only arises where one stops merely conforming to the designs and expectations of others. A central aspect of the current debate is also the growing attention to the topic of neurodivergence in executive suites. It appears that traits of ADHD or autism spectrum disorders are far more common in management positions than previously assumed. This realization is leading to a rethink in the evaluation of leadership styles and the design of work environments, which must take different neurological prerequisites into account.

For prospective MBA students and experienced executives, this development means a shift in priorities in management education. While traditional MBA curricula focused for a long time on purely quantitative methods, strategy, and efficiency increases, modules on psychological resilience, self-leadership, and diversity management are gaining massive importance. The ability for self-reflection is now seen as a core competence for remaining productive in complex organizations in the long term. Many business schools in the DACH region have already reacted and are integrating coaching elements as well as psychological fundamentals into their programs to prepare the next generation for the emotional challenges of leadership.