It’s simple for some CEOs to lose themselves in the euphoria of success in a favorable economic environment when numbers are strong and performance appears to be at its peak. They start to feel invincible, unstoppable, and begin to see themselves not only as managers but also as visionaries, coaches, and experts in everything. This phenomenon of the “Super CEO” is not new. But if history has taught us anything, it’s that these moments of glory can hide deep flaws that only reveal themselves in turbulent times.
1. The Myth of the Super CEO
When results are outstanding, it’s not uncommon for leaders to take all the credit. They become omnipresent, make all the decisions, and turn into management gurus. This illusion of omnipotence can be dangerous for both the company and the leadership team.
A key point is often overlooked: “How do you know that your good results are achieved because of the effectiveness of your leadership team or despite the absence of one?” This question, often posed to CEOs riding the wave of success, frequently remains unanswered. The reason is simple: these leaders sometimes forget that the market, not just their actions, can be one of the drivers of this apparent success. A booming economy, strong demand, or favorable global conditions can distort the real perception of the CEO’s and leadership team’s performance.
1.1 A Deceptive Success
It’s essential to understand that success in times of prosperity shouldn’t automatically be attributed solely to the CEO. Often, companies benefit from a growing market, positive industry trends, or exceptional demand. CEOs who fail to recognize these external factors may be the first to struggle when the tide turns.
Over the last 25 years, I have met several of these “Super CEOs.” They achieved spectacular results and believed themselves invincible, but 90% of them were left stranded when the market took a downturn. Why? Because they failed to anticipate shifts in customer demand, the arrival of new competitors, or the emergence of innovative products and services.
The truth is undeniable: the market evolves, and enduring leadership is not tested during times of growth but in the ability to face adversity.
2. The Illusion of Omnipotence
When everything is going well, it’s easy to fall into the illusion that every decision made is a success. The Super CEO then transforms into an all-powerful leader who makes every decision without truly consulting or valuing the leadership team. They take on multiple roles: coach, trainer, strategist, visionary, and often even operational leader. This hyper-centralized approach is not only dangerous for the company, but it also weakens the leadership team, which feels sidelined or, even worse, disengaged.
2.1 The Centralization of Power
One of the distinguishing features of the Super CEO is the centralization of power. Instead of relying on the skills and expertise of their leadership team, they prefer to make all decisions. This leadership model can work temporarily in a favorable market context, but it quickly becomes a liability when times change.
A classic example is companies that grow rapidly due to favorable market conditions but crumble as soon as things get tougher. In these cases, the Super CEO, used to dominating all decisions, finds themselves alone in facing complex problems they did not anticipate or for which they did not prepare their team.
2.2 The Consequences for the Leadership Team
The rise of the Super CEO also creates a toxic environment for the leadership team. Senior executives, often talented and competent, are deprived of their autonomy and their ability to influence decisions. They gradually lose motivation and engagement. When a crisis hits, this weakened team is incapable of providing the necessary support to the CEO. The leader, accustomed to making decisions alone, is left isolated and unable to handle the challenges at hand.
3. The Real Value of a CEO: Managing Through Crisis
“The true test of a CEO’s value is not in times of prosperity but in their ability to navigate through crises and transformation.”
It’s easy to lead when the market is favorable and everything seems to succeed. But when the market turns, demand declines, or disruptive competitors emerge with innovative products and services, this is where true leadership comes to the fore.
A good CEO must be able to anticipate these market shifts, see beyond short-term success, and prepare their team to face future challenges. This requires not only vision but also humility and a strong ability to delegate and trust their leadership team.
3.1 The Importance of Anticipation
CEOs who anticipate market downturns are the ones who survive and thrive in the long term. This means not only being attuned to emerging trends and weak signals but also creating an environment where the leadership team is encouraged to share ideas, challenge current strategies, and propose proactive adjustments.
CEOs who fail in this regard often fall into overconfidence. They believe that their past decisions, which led to success, will automatically protect them from future failure. Yet, as history shows, it is often these leaders who are most vulnerable when the tide turns.
3.2 Building a Strong Leadership Team
The most important role of a CEO is not to make all decisions themselves but to surround themselves with a leadership team capable of providing expertise and perspectives that they alone cannot have. CEOs who succeed in the long term are those who invest in developing their team, delegate intelligently, and know how to leverage each person’s strengths.
A strong and autonomous leadership team is the best defense against future crises. When the market turns, such a team can quickly analyze the situation, propose innovative solutions, and react effectively. In contrast, a weakened or underutilized team cannot provide this support, leaving the CEO facing adversity alone.
4. The Danger of the Super CEO: What Companies Must Learn
The era of the Super CEO, where a leader believes themselves to be unstoppable and omnipotent, is dangerous for any company. It leads to over-dependence on one person while weakening decision-making and management structures within the organization.
4.1 Learning to Delegate
Companies must encourage their leaders to delegate and build a strong leadership team. Delegating is not a sign of weakness but of wisdom. A good leader is one who recognizes their limitations and trusts others to complement their skills.
4.2 Valuing the Leadership Team
It is also crucial to value the leadership team by placing them at the center of decision-making. Because it depends on a single person, a company run by a super CEO is vulnerable. In contrast, a company that values and empowers its leadership team is far more resilient to crises and market transformations.
Conclusion: Leadership at the Service of the Team
The Super CEO, with their omnipresence and desire to control everything, may seem impressive during times of growth. But this approach carries enormous risks. The ability to create and lead a team that can navigate uncertainty and times of crisis is what makes a good leader, not their successes in a favorable market.
The capacity to delegate, foresee crises, and rely on a strong, committed leadership team are all indicators of true leadership. The long-term success of a company rests not on one person but on a team that can adapt, innovate, and overcome challenges together.
