A CEO we’ve worked with – let’s call him “Gary” – prides himself on being a collaborative leader who invests in consensus and builds relationships. Gary cares deeply about his employees and is eager to deliver. When he was first hired a couple of years ago, the board was deeply impressed by Gary’s values, trustworthy demeanor, and his collaborative approach. Unfortunately, by the time we met Gary, his habits as a “nice CEO” were about to cost him his job.
The Dangers of Hiring a Nice CEO
Boards prefer executives who are amicable, but that’s not what drives results.
June 07, 2016
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New!
HBR Learning
Leading People Course
Accelerate your career with Harvard ManageMentor®. HBR Learning’s online leadership training helps you hone your skills with courses like Leading People. Earn badges to share on LinkedIn and your resume. Access more than 40 courses trusted by Fortune 500 companies.
What you need to know about being in charge.