CEO Coaching: Idiots at the Helm?
At a cocktail party recently, a guy I met launched into a monologue about his deep knowledge of the auto industry. I tuned out after a few minutes, but before I did, he confidently declared that the whole industry was run by idiots.
Now, I’ve known, worked with, and worked for (and been one myself more than once) plenty of CEOs, and I don’t recall a single one I’d call an “idiot.” (Okay, on my worst days, I might have thought I was one.)
I have met some who were inexperienced, terrible communicators, weak strategic thinkers, ineffective executors, or emotionally tone-deaf—but none I’d classify as a full-blown idiot.
The good news? Those flaws can be fixed. (Though emotional intelligence is tough!)
But here’s the thing: You might be smarter than Einstein, but if a substantial number of people in your company think you’re an idiot, you’ve got a problem.
Why Do Employees Think Their CEO Is an Idiot?
Nine times out of ten, it boils down to lack of transparency and poor communication.
1. You Don’t Explain Your Decisions
When you don’t share your thought process, people will make up their own stories about why you did what you did. And those stories? They’re rarely flattering. If you’ve ever heard “Because I said so!” from your mother, you know exactly how frustrating that is.
Your team doesn’t have to agree with you 100% of the time, but if they understand why you made a decision, they’re far more likely to trust you. Would it be easier if they just got it without you having to explain? Absolutely. Is that a reasonable expectation? Not a chance.
2. You’re Not Communicating Enough
Most CEOs drastically under-communicate. Saying it once isn’t enough. Sending one email isn’t enough. If you’re starting to feel annoyed by how often you’re repeating yourself, you’re probably just starting to get through.
And the message itself matters. If your communication boils down to the executive equivalent of “Because I said so” you’re doing it wrong. Great leaders don’t just issue edicts—they shape understanding and anticipate concerns.
The Fix: Over-Communicate (Then Communicate Some More)
The best leaders I’ve worked with put real thought into how, when, and how often they communicate. They know that if they want their teams to buy in, they need to bring them along for the ride—not just shout directions from the driver’s seat.
If you want your team to follow you, make sure they actually understand you. Otherwise, don’t be surprised when they start thinking you’re an idiot.
coaches CEOs to higher levels of success. He is a former CEO and has led teams as large as 7,000 people. Todd is the author of, Never Kick a Cow Chip On A Hot Day: Real Lessons for Real CEOs and Those Who Want To Be (Morgan James Publishing).
Connect with Todd on LinkedIn, Twitter, call 303-527-0417 or email [email protected].
