On the corporate chessboard, the CEO's piece often falls first. After all, when a company faces difficult scenarios such as a crisis, fall in profits or a project that fails, it is the head of this executive who usually is in the crosshairs as the culprit for the situation. Of course, some mistakes can lead to the dismissal of a professional, but in a chair as important as this to command the success of the business, having a more rigid management in this sense can hinder their progress and achievements, something that needs to be rethought for those who want to achieve better and better results.
The famous phrase that “with great powers, come great responsibilities” fits perfectly to the CEO. This is because if any goal is beaten by the teams, good leadership and command by this executive is celebrated. However, if a loss is noticed, he is usually the first questioned and held responsible for the failure. A tight skirt of all who occupy this lonely bridge of the pyramid.
To make matters worse, according to a Harvard Business Review survey, 55% of CEOs recognize experiencing moderate but significant crises of loneliness. That is, in addition to many not feeling that they have a support network internally in their journey, the fact that they are inserted in a corporate environment with a rigid organizational culture that does not tolerate error creates huge barriers to business progression, generating fears in establishing different strategies and processes that can generate quite negative damages that lead to their dismissal.
If an organization wants to record good results, its mindset management should be the opposite, allowing and encouraging the CEO to innovate, risk and try, even knowing the possibility that it does not work. A culture that stimulates risk due to extraordinary results and seeks alternatives for this, knowing that they will have successes or errors, can register a much more significant growth and prominence compared to competitors.
Thus, even if, at the end of the day, the executive ends up, in fact, being charged for what may not have been the expected result, there will still be a greater chance that he will build more effective strategies and resolutions together with his teams, without barring creative ideas for fear of strong reprisals. Something that must be aligned with maximum clarity and transparency from the first contact between the parties.
While there are executives with a more audacious profile, there are always those more conservative in their decision making. None of them is more right than the other, since each will find a more conducive environment and appropriate to their style so that they feel comfortable in performing their duties.
Therefore, it is essential that, when receiving a new proposal, the CEO seeks to understand, to the maximum, the culture of this company, its management style and if there is an alignment and coherence with its own profile and professional desires. It is necessary to have a lot of sagacity at this initial moment, also talking with those who work on the spot to analyze the greatest possible amount of perceptions about that organization.
The executive himself needs to be proactive in discovering these answers, ensuring that the ideals of both parties are aligned and avoiding, with this, a profile shock that brings dissatisfaction to all involved. In this way, the chances of having a better performance in his position will certainly be greater, being in a place that has adherence to his style and in which he can be flexible to achieve the desired goals.
No company wants to see that its results are being harmed, but not always a mistake made should justify a resignation of a CEO. Each case should be very well analyzed and considered, so that they know how to recover in the face of a worrying scenario having a good captain who guides them in the face of new horizons to be explored for prosperous corporate growth.
