CHAPTER 9
SAY IT LIKE YOU MEAN IT
A common lament I hear from CEOs and senior leaders is how visible they’re expected to be. The need seems unending, as if it’s never enough. There’s a perception chasm between how much leaders feel that they’re communicating and how little their teams believe they are. I’ve heard CEOs who have come up through the ranks of the same organization they’re currently leading express surprise and exasperation at the pressing need to be seen so often and so deeply in such a personal, human way by people who they thought already knew them. It can be overwhelming, especially for reserved personalities. But people need to see for themselves what the leader believes.
Early in my career, I did a short stint in marketing for ...
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