On the corporate chessboard, the CEO piece is often the first to fall. After all, when a company faces difficult scenarios such as a crisis, profit decline, or a failed project, it’s usually this executive’s head that ends up in the crosshairs as the culprit for the situation. While some mistakes can indeed lead to a professional’s dismissal, for such a crucial position that commands the business’s success, having overly strict management in this regard can hinder progress and achievements—something that needs to be reconsidered for those aiming for increasingly better results.
The famous phrase ‘with great power comes great responsibility’ fits the CEO perfectly. This is because if teams hit any targets, the good leadership and command of this executive are celebrated. However, if a loss is noted, they are usually the first to be questioned and held accountable for the failure—a tight spot for all who occupy this lonely pinnacle of the pyramid.
To make matters worse, according to a Harvard Business Review study, 55% of CEOs admit to experiencing moderate yet significant crises of loneliness. In other words, not only do many feel they lack an internal support network in their journey, but the fact they operate in a corporate environment with a rigid organizational culture that doesn’t tolerate mistakes creates huge barriers to business progression, generating fears of establishing different strategies that might backfire and lead to their dismissal.
If an organization wants to achieve good results, its mindset of management should be the opposite—allowing and encouraging the CEO to innovate, take risks, and try, even knowing there’s a chance it might not work. A culture that encourages risk for extraordinary results and seeks alternatives, accepting that there will be successes and failures, can achieve much more significant growth and stand out from competitors.
Thus, even if the executive ends up being held accountable for results that weren’t as expected, there will still be a greater chance of building more effective strategies and solutions in collaboration with their teams—without stifling creative ideas out of fear of severe repercussions. This alignment should be established with utmost clarity and transparency from the very first contact between the parties.
While there are executives with a bolder profile, there are always those more conservative in their decision-making. Neither is more correct than the other, as each will find a more suitable environment matching their style where they feel comfortable executing their roles.
Therefore, when considering a new opportunity, it’s crucial for the CEO to fully understand the company’s culture, management style, and whether there’s alignment with their own professional profile and aspirations. Sharp discernment is essential in this initial phase, including conversations with current employees to gather as many perspectives as possible about the organization.
The executive themselves must proactively seek these answers, ensuring that both parties’ ideals align and avoiding a clash of profiles that could lead to dissatisfaction for all involved. This way, the chances of better performance in the role will certainly be higher, positioned in a place that aligns with their style and where they can adapt to meet desired goals.
No company wants to see its results harmed, but not every mistake should justify a CEO’s dismissal. Each case must be carefully analyzed and weighed so the organization knows how to recover from a critical situation with a capable captain who can navigate toward new horizons for prosperous corporate growth.
