What is the most widely held misconception about being a CEO?
Most people believe that CEOs spend their days strategizing and planning for the future. This is a common misconception. However, in fact, many CEOs are more like volley ball players: they are confronted with a new pressing problem every few minutes, and the majority of their time is spent directing the ball in the appropriate direction. When the CEO is not actively involved, it is a rare (but excellent) team that can keep the ball in the game.
However, arguably the most widespread misconception, particularly among younger employees, is that the CEO has no supervisor and is free to do anything s/he wants without consequence. Indeed, each CEO is responsible not just to the Board of Directors, but also to the markets (which include consumers, shareholders, and – thanks to Glassdoor – even workers’ markets).
The core of the CEO’s work is to reconcile all of these conflicting interests while still maintaining a positive business image. A regular work would be preferable than this reconciling since it is so difficult. a company where you only report to a single manager who you can really communicate with.
He seems to be at peace in this chair, but trust me when I say that he has had a tough upbringing. The fact that he works throughout the day and at night elevates his status. He is not an ordinary guy; he is hardworking and bright in his reasoning.
This individual is not just in charge of a small group of people, but he is also in charge of many departments, and he is dealing with people who are brighter and more experienced than he is.
Simply looking at his lifestyle and deciding that you are going to start a firm and sit on the chair like him is sufficient motivation to start one yourself. Allow me to assure you that you are one of a million individuals who believe exactly what I do.
Time and perseverance are required to get to the point where you can make decisions while sitting in a chair and run a large corporation.
That there is no magic to the position or to becoming a CEO is the most widely held belief in the industry. Anyone may get a business license and claim to be the company’s president or chief executive officer. Even though he and his father own their own firm, I know someone who has the position of “compliance officer.” Just to seem important, he wants to be heard.
It is a common misconception that when a firm expands, no one is qualified to fill certain positions. It is not necessary to be the most intelligent person in the room, but rather to possess a diverse range of abilities, the majority of which are concerned with intricacies of interpersonal relationships. This is even more vital than having a strategic vision, which is still incredibly crucial in today’s business world.
The idea that becoming a CEO is a difficult road to follow is another fallacy. If you create a firm and develop it over time, you may do this, but such CEOs are often the least talented and end up ruining the same company they founded because they are unable to get out of their own way. CEOs are chosen to organizations much too often on the basis of superficial, archetypal qualifications, rather than actual qualifications. Most prominently, you can see it with private equity and venture capital companies, which have a propensity to choose mediocre CEOs solely on the basis of their pedigree. One past hit does not inevitably imply that a CEO will be an excellent CEO in the future.
Similarly, the CEO is seen as “the king.” Unfortunately, this is not the case! On this subject, I’ve written extensively. A CEO must take into account a variety of factors, some of which are dependent on the ownership structure of the organization. A board of directors is required for some, but others are not required to report to one. Despite this, the finest CEOs are aware of the nuances of the judgments they make and have a strong grasp of the relationship between cause and effect in their actions.
Minor actions may have a cascading effect across the business as the organization expands, generating big waves at the other end of the organization. When it comes to software program deployment, a fast choice might have fatal consequences or tremendous benefits, depending on the circumstances.
The last fallacy that I often hear is that the CEO must be a super-intelligent being of exceptional ability. Several of the most successful CEOs I know did not complete a formal education. They do, however, have exceptional people skills, as well as innovative and creative thinking. They care about their customers and know how to provide them with high-quality items. These CEOs would never be considered by a venture capital or private equity business that relies on stereotypes to make decisions about their investment opportunities.
