"I think in every country that there is at least one executive who is scared of going crazy"

Joseph Heller’s observation draws attention to the universal presence of anxiety and insecurity among those in positions of authority. The statement implies that regardless of geographical, cultural, or societal boundaries, leadership and responsibility often come paired with a distinct psychological burden. Executives, who are entrusted with making critical decisions that impact organizations, economies, and even the lives of others, carry a tremendous weight on their shoulders. Beneath the surface confidence and composed demeanor that leaders are expected to project lies a profound vulnerability: the fear of losing control, not just of external circumstances but of one’s own mind.

The word “crazy” here serves as a metaphor for the overwhelming stress and isolation that can accompany executive roles. High-ranking individuals are often separated from their peers by layers of hierarchy, expectation, and scrutiny. Their actions are constantly under observation, and mistakes can carry disastrous consequences. As such, the pressure to maintain rationality, to always appear in command, becomes both a mandate and a source of distress. The continual suppression of personal doubts and fears, in an effort to avoid any display of weakness, can ironically exacerbate feelings of instability.

Heller’s insight reflects a deeper truth about human nature and leadership. Psychological strain does not discriminate by nation or culture, it is part of the shared experience of anyone who must wield significant power and responsibility. The fear he describes is not rare or exceptional; it is, in fact, commonplace among those who lead. By acknowledging its universality, Heller invites empathy for authority figures and challenges the often unrealistic expectation that leaders must remain impervious to doubt and mental strain. In recognizing their hidden anxieties, we can better understand the complexities and difficulties embedded within leadership, and perhaps begin to foster a culture where vulnerability in those at the top is not seen as a failing, but as an intrinsic aspect of their humanity.