Super CEO: how far does your responsibility go?

If you have a strategic executive to leverage the growth of the company, certainly, this is the CEO. The fame of his responsibility in corporate operations is fully justified, after all, it is he who makes difficult decisions and defines the strategies and governance that will be followed based on the goals set. A weight chair, but which also usually gives you a certain superhero syndrome by acting alone in your work (something that can be quite harmful to your deliverables.

The large movements managed by CEOs represent 45% of a company's performance, according to McKinsey data. However, at the same time, it is an extremely demanding and stressful job, in which 68% of them do not consider themselves prepared to take the position; in addition to only three out of five are up to performance expectations in the first 18 months.

It is not easy to assume the front of such responsibility in a business. Just analyze how many external factors influence the corporate prosperity: reconfiguration of global trade; geopolitics; constant advances in digital transformation, sustainable demands, leadership in times of uncertainty and greater concern for the mental health of teams, as an example.

All these agendas constantly visit the work of CEOs, with a very small and acceptable margin of error within organizations. Not least because all their decision-making is thought out in the short and long term, establishing a robust governance and culture that structure a continuous and prosperous growth of the company in its segment.

With great powers come great responsibilities. But how often can you notice this executive asking for support from another colleague for a certain task? Who is their support network? Who can they really count on to be by their side?

As prepared as this executive is, no one deals with so many responsibilities alone. He needs to have a support network ecosystem, analyze the scenario in which he is and have a team prepared to help him in these demands, if he is with the right people to walk this path along with him. If not, he should take difficult attitudes in this regard, either by changing teams or hiring new talent.

In order to mitigate any possibility of risks in their duties, a CEO should not have superhero syndrome and act alone, but reflect deeply on what skills they do not have and where to look for professionals who add their knowledge and experiences to assist you in this journey. It is these relationships of trust that oxygenate and encourage us, each other, to grow and thrive continuously.

Question the top leadership about this need and analyze your legacy as CEO where you are inserted. Where do you want to go? What attitudes will you need to take to achieve these goals? Hire new talent, create different areas, intensify a specific culture to promote better performance of teams? And, what technical and behavioral skills need to strengthen in professionals by your side to build this journey with greater assertiveness?

The corporate ecosystem must survive beyond this single CPF, reinforcing the business environment in terms of culture to sustain it in future challenges. However much the CEO is an example in terms of behavior for others, it takes greater communication and unity in the efforts that will be directed, so that the collective gain is increasingly better and surprising to boost the business as a reference in its segment.