Last shot at tough CEOs

Response from the CEO responsible for “Defending tough CEOs,” Advice Line, 8/22/2007:

Well, seems we disagree. I don’t condone, I don’t defend. What I know is that top performers need to be and are READY for the grist mill of working side by side with the CEO.

If there are people intimidated by their CEO, then they should leave. End game is a CEO who does not balance his performance and emphasis on success, as well as failure, with his relationship dynamics will not be long for CEO. It is just the ecomonics of it all – free markets at the granular level: s/he acts like a jerk; net is lost perfomance and dents to the bottom line… s/he will be replaced… and not always with a cushion attached to his/her derriere. It is hard to lead when the team fails. And it is usally failure that precedes frustration.

As for advice, perhaps you should write a piece from the other perspective. That is, when the expectations of the leader are not met, what stress s/he experiences … One hires right-hand men and women to DO the job.

These people are – or need to be – tested, tried and true. When those you rely on disappoint, through faults and flaws of their doing and execution, it is not time for a staff development session between him/her and the CEO. It is SERIOUS time, and some CEOs show their frustration in ways that you and I don’t like or would ever consider as actions of our own.

But I will tell you this, like it or not, I have been patient and I have been painful in how I react, and I expect the boys and girls to “get it,” and they do. It is the total relationship that matters, not the explosion or the euphoria. So delve on that side a bit and consider when leadership does not fail, but some of those being led, do.

Bob’s last word:

It appears we’re doomed to half agree. Any CEO who makes the working environment a grist mill is, to my way of thinking, a poor leader. I also recognize that I have to make room for exceptions. The world has a history of characters who are tough to work for but have enough other redeeming characteristics that it comes out okay in the end.

I’ll certainly think about the topic you suggest. I write for a leadership audience, and figure anyone who wants those reporting to them to accept responsibility first have to demonstrate the trait themselves. As a result, my usual fare is about what leaders need to do better, which includes what they need to do better when those reporting to them don’t work out. (Answers: First, make sure success is possible, and that the definition doesn’t change with the leader’s mood. Then, coach if possible, replace if necessary, and hire better next time.)

Since that’s my audience, I’ll have to find a way to frame your suggestion so it’s useful and appropriate for them. Thanks for making it.

– Bob

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