The biggest hidden danger befalling hyper confident, articulate and charismatic CEOs:
They risk losing money, market share, and even potentially ultimately losing the company because their EMT (Executive Management Team) or staff
- don’t think critically
- don’t consider risks
- don’t raise concerns
because they automatically think that this highly confident, articulate and charismatic CEO knows everything and there’s no need to even bother to think of the implications or impact of the CEO’s proposal.
Sadly, they always feel like are left alone to figure it all out — and don’t often feel that they have an equal, proactive or a true EMT.
The problem is that these types of CEOs often don’t leave a knowledge or time gap for others to fill.
They often think they thought about everything and they make it sound like they did, but no one person can.
They also often expect people to respond in the moment — many CTOs need to hear the information and then need to leave it to percolate and come back later.
If asked to contribute in the moment, they just concede or add nothing because their mind just went blank.
CEOs who have this “curse” need to learn to remind people that confidence doesn’t mean accuracy, and that they welcome challenge and ideas.
Also perhaps should email plans and ideas a few days ahead of presenting them if they want people to critically contribute…
Isn’t it easy to just let someone else do all the thinking when they seem so confident about it?!
