Are Open-Hearted CEOs Weak?

One of the things I love about working with executives is that they are a different breed. They don’t shy away from responsibility, they are accountable for their actions, and, like me, they tend to be candid and intentional.

However, in their drive to perform, they sometimes get in their own way. Executives often embrace the fallacy that they have to appear strong and independent, thinking that otherwise they will disappoint or become disrespected.

Nothing is further from the truth.

The difference between good leaders and great leaders who dominate in their performance is the quiet edge of knowing who they are. These great leaders are confident in the center of their identity, which means they don’t feel the need to look strong and independent all the time. They are open to listening to other perspectives, to giving and receiving help. They are good collaborators. It’s awesome to see them have that “I’m strong enough to take input” vibe.

I refer to these executives as “open-hearted” because they have removed the barriers to their heart that are based in fear: the fear of what people think, the fear of not being respected or accepted, the fear of appearing weak.

The thing about life is that you will continue to receive the lesson until you learn it. For many, that lesson is being a bit more vulnerable and asking for help. Doing it alone is a lonely path. For CEOs, the failure rate in the job is high (according to a recent HBR article, for PE-backed it’s around 50%), and I believe the impulse to put up barriers and project confidence is a big part of that equation.

Go ahead, pick up the phone and call a coach, a mentor, or a friend and share a struggle. Be open-hearted. It’s a gift to you and a gift to them.

Until next time, Sherif