Watching out for CEO Disease
What is CEO Disease?
It’s not an actual disease, nor is it specific to just CEOs. CEO Disease occurs when individuals in leadership positions lack a functioning honest feedback loop.
Symptoms
- Surrounding oneself with people who are quick to say "yes."
- Negative feedback disproportionately impacts the person (affecting their ego or empathy in a disproportionate magnitude).
- Frustration arises when the company is not executing to the vision.
Self-Reflection
I have worked for one or two people with CEO Disease. I found it frustrating because the company didn't grow as it should have. While I found it easy to manipulate the situation, it wasn’t good for the company as a whole and I in turn was not happy (one position I actually left my job because if it, life is too short!)
I fear CEO Disease most in the following circumstances
- When I’m not receiving much communication from my direct reports.
- During executive staff meetings, where I feel like I talk way too much of the time.
Some CEO Disease Medication That’s Been Helpful
- Go Ugly Early: As famously said by Rob Weiner, tackle the tough stuff right away. For me that means asking tough vulerable questions in the moment.
- Be Vulnerable: Embrace openness and honesty.
- Two Ears, One Mouth: Tim Montondo introduced me to this one, emphasizing the importance of listening more than talking.
- Ask Thoughtful Questions: These can focus on: Depth of understanding. Clarity in the moment regarding the current conversation. Expectations of future outcomes.
Last week, I sent out a one-question survey:
"How likely would you be to recommend working here to a friend?"
The survey allowed me to gather anonymous, unbiased baseline feedback to assess our company’s culture. (If you want more insights on this, check out "The Ultimate Question". Originally designed to predict a company’s organic growth, it has evolved into a tool for measuring internal culture.)
The survey results confirmed a thesis I’ve had over the past 12 months. As we’ve grown, we’ve lost some personal touch, leading to a larger “passive” bucket in the feedback. From what I’ve read, this isn’t uncommon for a company of our size. Looking at industry benchmarks (in manufacturing and distribution), our score is decent. However, I believe we can do much better with the right investments of time and money.
Over the past nine months, we’ve been consumed by the move—every resource was focused on ensuring its success. Coupled with employee changes and resource limitations, initiatives like SRC and FBIC didn’t fully come together. However, the most important takeaway from SRC and FBIC is understanding the formula for engagement:
Culture + Employee Development + Building Community = Organic Engagement
Organic meaning that engagement will naturally increase if these three areas are done correctly and in alignment. More on this from Danielle soon—I don’t want to steal all her thunder!
If you're unsure what to make of all this:
- Talk to your manager.
- Talk to me.
- Ask questions and solicit your own feedback.
Expect to see a lot more from Danielle in 2025, as she has been planning our journey for the next 18 months.
Want to Dive Deeper? Here Are Some Resources:
- The Ultimate Question* by Fred Reichheld
- Daring Greatly* by Brené Brown
- CEO Disease* by Velrick Business School (there are some great videos on YouTube)
