Uncovering the Myth: Separating CEO Success from Managerial Excellence

Is being a CEO the same as being a great manager or coach? The answer is NO.

One common misconception I often come across is the belief that being a CEO automatically makes one a great manager or coach. The truth is, while the role of a CEO may involve management and leadership responsibilities, these skills are not always inherent in the position. In fact, the skills and qualities that make a great CEO are often distinct from those that make a great manager.

In this blog, I will be discussing the importance of separating CEO success from managerial excellence and why it is crucial for organizations to understand this distinction.

As businesses grow and evolve, the role of the CEO becomes increasingly complex and challenging, with the CEO being seen as the face of the organization and success and failure resting heavily on their shoulders. Although the CEO's responsibilities include providing vision and direction, setting strategic goals, and ensuring the success of the company, these tasks do not necessarily make the CEO a great coach. Being a great manager or coach requires a unique set of skills, including the ability to effectively communicate, motivate, and lead a team. These skills are not always found in a CEO, as their focus is often on the bigger picture and not necessarily on the day-to-day management of a team. In fact, some CEOs may struggle with these responsibilities, as they may not have the necessary experience or interpersonal skills.

This is why it is important for organizations but also employees to understand the distinction between CEO success and managerial excellence. By recognizing this difference, organizations can ensure that their leaders have the necessary skills to lead and manage effectively. This will not only benefit the organization as a whole, but also the individual employees who will receive guidance and support from their leaders.

Becoming a great manager requires a combination of skills, knowledge, and experience. A great manager leads by example sets the tone for the team, demonstrates a positive attitude, work ethic, and commitment to success he also understands what motivates their team and creates an environment that fosters engagement and productivity. Encourage open communication, recognize and reward good work, and support your team's professional development.

The difference between a good manager and a bad manager lies in their behavior and management style. Here are some key differences:

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Communication skills: Good managers are effective communicators and listen actively to their employees. They provide clear and regular feedback and encourage open communication. On the other hand, bad managers often lack communication skills and may not listen to their employees or provide adequate feedback.

Empathy and consideration: Good managers are empathetic and considerate of their employees. They understand the challenges and stress that employees face and support them in their professional development. Bad managers, on the other hand, may be insensitive and dismissive of their employees’ needs.

Motivation and engagement: Good managers are skilled at motivating and engaging their employees. They create an environment that fosters teamwork and encourages productivity. Bad managers may fail to recognize and reward good work, leading to low morale and disengagement among employees.

Adaptability: Good managers are flexible and adaptable. They are able to respond to changing circumstances and challenges in a creative and effective manner. Bad managers, on the other hand, may resist change and be inflexible in their approach.

Organizational skills: One of the key differences between good and bad managers is their organizational skills. Good managers are efficient and have effective systems in place to prioritize tasks and delegate responsibilities effectively. They provide clear examples and models to help their team better understand their tasks and ensure that important projects are completed on time. On the other hand, bad managers may struggle with time management and have disorganized systems.

Effective delegation: An efficient delegation is a critical part of being a good manager. Good managers delegate tasks to individuals who have the necessary skills and knowledge to complete them, while also providing the necessary support and resources to ensure success. They also follow up on delegate tasks to monitor progress and provide feedback.

In contrast, bad managers may delegate tasks haphazardly, without properly explaining what they consist of, and may assign responsibilities to individuals who lack the necessary skills or competence to carry out the task effectively, leading to confusion and miscommunication. This can harm the team's performance and productivity and undermine employee confidence and motivation.

Conflict resolution: Good managers have strong conflict resolution skills and are able to handle conflicts in a fair and effective manner. They foster a positive and respectful work environment. Bad managers may ignore conflicts or handle them poorly, leading to a toxic work environment.

Sandwich and face to face evaluation technique : good managers prefer face-to-face evaluations using the sandwich technique, where constructive feedback is given between two positive comments. This approach helps to build trust and fosters a positive working relationship between the manager and employee. On the other hand, a bad manager may resort to gossiping about their employees or insulting them in front of the team. This not only creates a negative work environment but also destroys employee morale and motivation. In addition to the impact on employees, gossiping and negativity can also harm the reputation of the manager and the organization. An effective leader will maintain a professional demeanor and lead by example, promoting a positive work culture and fostering employee engagement and satisfaction.

Gossiping and negativity can undermine trust and hinder open communication between a manager and employees, potentially resulting in "Quiet Quitting". On the other hand, an effective leader will promote transparency by keeping an open-door policy and encouraging employees to express their opinions and concerns, thereby establishing trust and fostering a positive work environment.

Being a CEO does not automatically make one a great manager or coach. It is important for CEO’s and organizations to understand this distinction and prioritize the development of key management and leadership skills in their leaders. By separating CEO success from managerial excellence, organizations can ensure that they have the right people in the right roles, and can create a more effective and efficient leadership structure.