What to Do When You Become a CEO?

What to Do When You Become a CEO?
What to Do When You Become a CEO?

There are many different dynamics that bring success to becoming a senior manager. In the business world, where managers who cannot create employee motivation, productivity and a peaceful work environment often face failure, another important failure is the emotional traps that must be overcome.

Let us assume that the day came, and you became the top manager in the desired position, or more, and you became the CEO of the company. However, you do not have a long time to enjoy your success. The business world moves so fast that it can change the balances very quickly by not taking responsibility and taking responsibility.

You can always control your leadership features, even if you can’t always control the factors that help you identify your business’s success. That’s the fact that makes all the difference.

Having the right features makes you equipped to improve the motivation and productivity of your employees.

In spite of all this, it is possible to reach the target, but not by falling into some emotional traps. Here are some behaviors that should be avoided on the way to becoming a senior manager:


We need to surpass the pride of becoming a senior manager. It is of course a pride to reach such a position. But it is very important not to get over the spell of this emotion. Uncontrollable pride can lead to the perception that you no longer need to search for learning and growth opportunities. This may lead us to reject those who challenge our thoughts, but rather to surround us with those who say yes.

The CEO of BDE Ventures, Brian D. Evans, summarizes the situation as follows: (Proud to be proud of your own achievements, of course, there is nothing wrong with that, but you cannot allow this emotion to spread to your understanding of uncontrollable leadership. The biggest reason is that you should keep your humility as a CEO.) Leaving the pride aside and opening the door to the other members of the team, both open to new ideas and increase the motivation of the employees.


At first glance may not seem like a negative attitude. However, as Dean Stamoulis points out in his Harvard Business Review, this is not usually the expected feature of the CEO. (Senior executives should always be able to mobilize some risks and challenging opportunities.)

It is true that the CEO should use the resources and information he has to ensure a conscious decision-making. However, too much fear of failure prevents them from taking risks. This causes them to choose to follow past ideals.

All risks don’t have high returns. However, you need to know that some risks will bring new information to help the company grow. On the other hand, indifference only leaves behind.

Profit focus

Of course, the company’s aim is to profit, grow and be permanent. But a system where the sole focus of the CEO is profit can lose its functionality in the long run. A story that only focuses on profit often ends badly. The tendency to use more costly tools and systems to get away from customer expectations and make money is often noticed by customers. The famous Ford Pinto fiasco occurred as a result of focusing on profit rather than benefit.

Therefore, you can refer to your employees’ information to understand what your audience needs or concerns. You should always try to improve your products or services in a way that suits your customers’ expectations and follow the requirements of your brand for lasting success.


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