The board changes, so does the leadership

Over time, and after seeing closely what happens in many organizations, I believe that the profile of the CEO does not respond to a single or static concept. In theory, it seems like a role with clear, defined and unchanging attributes. But in practice I perceived that, in each particular company, in each situation and with each human group to lead, CEOs faced different challenges. That is where true leadership is tested: in the ability to adapt to the context, to people and to moments.

In an Argentine corporate world that is experiencing accelerated changes, economic uncertainty and cultural transformations, this adaptation exercise becomes even more challenging. Choosing or exercising the role of CEO today requires a fine reading of the environment and a special sensitivity to interpret what each moment requires.

Fortunately I saw up close many CEO election processes in different companies and sectors. And there is something that is repeated: the initial expectation of finding a person who brings together multiple skills and stands out for his high performance in all disciplines. But the focus should not be on looking for a similar figure, but on realistically understanding what the company needs today. And who can assume that role with focus, sensitivity and direction.

No CEO can be everything, all the time. The differential is not in accumulating skills, but in reading the moment. There are contexts that call for transformation. Others that demand containment. Sometimes you need someone to order from within. And others, someone who opens the game to the outside.

A fact that reinforces this view: according to a recent report by Bumeran, 8 out of 10 Argentines value leaders who promote professional development and well-being. It is not a “soft” luxury. It is a concrete sign: there is room - and need - for more human, empathetic and focused leadership.

Understand the board before moving the piece

Today the role of the CEO is imposed as a game that changes depending on the board. The same person cannot be successful playing all the games the same. It is useful to think about it with two axes: focus (strategic vs. operational) and scope (internal vs. external). This matrix gives rise to four different scenarios. And in each one, the role is played differently.

It is not always useful for the CEO to act from the place of the “king” of the board. Sometimes the moment calls for a “queen”, due to her versatility. Or a “horse”, due to its ability to move in a non-linear way. Or a “bishop”, who aligns from the culture. Or a “tower”, solid in execution.

The key is to stop projecting a totalizing figure and start choosing from a deeper consciousness:
What does the company need today?
What is the most relevant movement?

Reflecting is also leading

One of the differentiating attributes of outstanding CEOs is the space they give themselves to question their own decisions. Because leading also involves reviewing how one leads.

What worked yesterday is not always what the team or organization needs today. And adapting is not a sign of weakness. It is a sign of maturity.

These simple questions serve as a guide -both when deciding and when accompanying processes of change or succession-:

• What is the real challenge ahead of us in the next 12 to 24 months?
• Do we need direction, efficiency, containment or connection?
• What capabilities does the team bring to the table and which should be in senior leadership?
• Are we deciding by trajectory and resume, or by the true context with the organizational moment and business challenges?

Neither choosing the CEO nor exercising this role should be aimed at fulfilling an impossible ideal. It is about seeking lucidity to understand what the organization's present needs. And the conviction to assume the direction of the company with focus, coherence and humanity.

The board will continue moving. What type of leadership will your organization need?