It doesn’t’ happen often. In fact, I’ve gone on record that in all my years of serving leaders I’ve only encountered one client who was utterly disagreeable to be helped. But that doesn’t mean all of us don’t encounter times – perhaps just moments – where we’re resistant to asking for, or accepting help even though we know we could use it. 
Why? Let me give you the 2 biggest reasons I’ve discovered in helping people.
Pride. Leaders and executives have pride. Not necessarily the harmful kind – arrogance and hubris. Mostly, good leaders have pride in themselves, their accomplishments, and their future prospects. Great leaders have pride in their teams and organizations. 
The downside is that this positive pride can make us resistant to vulnerability. The whole “never let ’em see you sweat” mindset that we so often need works against us in these moments where we could likely experience some significant growth. We’re not accustomed to turning it ON and OFF, so turning our pride down enough to see the safety that can exist with somebody who can help us…it’s difficult. It requires a firm commitment to our own growth and improvement. Only when our growth matters more than our pride will we likely submit ourselves to the vulnerability necessary for the task of personal and professional growth.
Lack of safety. More than any single thing I’ve had clients tell me of all the times they sought or would have accepted help, but the right person never showed up. Those who did show up weren’t safe enough for them to fully open up. Mostly, clients report a boss who attempted to coach them and they simply felt it was a no-win situation for them. I know much is written about how we must coach our employees at work. And I agree. But there is a specific kind of coaching that very few bosses can successfully pull off – the kind that is personal enough to really move the needle. You could survey every client I’ve ever served and I guarantee 100% of them (save one