I run a company of a few hundred people, and here is my perspective on leadership: the CEO is just another employee with a different job. Headings can help organize work, but they can also build walls. These walls slow down teams, silence ideas and breed fear. This is a tax that no business can afford.
I didn’t wake up to “an authority” one day. I took a step, worked hard, got lucky, and stayed there for years. That’s how I got the title of CEO. But the title doesn’t make me special. This gives me a specific responsibility: remove obstacles so others can do their best.
“Come to me if you need anything. Come talk to me. I’m a different person.”
Leadership is service, not showmanship
Authority should be a tool, not a throne. As soon as your team starts treating you like an untouchable figure, you start to lose the truth. People are holding back. Problems hide. Small problems turn into big ones. I want the opposite. I want signal, not theater.
My job is simple in theory and difficult in practice: clear the way. This might mean walking into a complicated situation, changing a budget, aligning teams, or simply listening. It can also mean saying “no” to noise. The objective is the same each time: to make the machine work and allow people to move.
“I consider myself another employee of the company and my job is to remove barriers and manage this situation so that everyone can continue to operate.”
The habit of the open door
I was hesitant to bother leaders when I was younger. This hesitation wastes time. Now I’m breaking this habit in my own business. I ask people to come see me early, not at the breaking point. If something is wrong, I want to hear it. If a process is slowing you down, let’s fix it.
- Direct access avoids guesswork.
- Fast feedback prevents slow disasters.
- Clear roles, no high walls.
These are not slogans. These are practical rules that help teams move forward faster and with less drama.
Why Bases Hurt Performance
When leaders cling to status, they trade clarity for control. This trade never pays off. Teams are becoming cautious. Risks are not tested. The best ideas no longer surface. You can feel it in meetings: more nodding, fewer questions.
There is a common reluctance: “People need authority to feel safe. » I understand the intention, but it misses the point. People need structure. They don’t need a star system. Clear decisions and honest communication create security. This does not require distance. This requires presence.
“When people see me as an authority, it doesn’t really resonate with me internally.”
What it looks like day to day
I keep my calendar open for quick visits. If a manager stands in the way of progress, I step in to realign them, not shame them. If a team is short on resources, I help them get what they need. In case of confusion, I simplify the decision. The work is not glamorous. This is not supposed to be the case. The scoreboard is the team’s momentum.
This approach is not gentle. He is strict on results and loose on ego. It calls for accountability from everyone, including me. No politics. No access control. Just the work and the people who do it.
The standard I set
This is the standard I live by: access rather than fear, progress rather than theater, service rather than status. If you’re leading, try it. Ask your team what’s slowing them down. Invite the hard truth. Act quickly. You’ll deliver better work, build trust and retain talent.
And if you’re on a team with a distant leader, don’t wait. Knock on the door anyway. Ask for what you need. Hold leaders true to their true job: leading the way.
This is how businesses grow without weakening. This is how people do the best work of their careers.
My call to action: This week, remove an obstacle for your team. Then ask them the next one. Repeat. Advancing culture.
Frequently Asked Questions
Q: What does “another employee” mean to a CEO?
This means that the title does not grant special treatment. My role is different, not superior. I am responsible for momentum, clarity and removing obstacles.
Q: How can teams feel comfortable reporting issues to management?
Leaders must model it. Solicit issues as early as possible, respond quickly, and never punish honesty. Over time, prompt and fair action builds trust and new habits.
Q: Doesn’t a flat approach cause chaos?
No. The structure remains. The ego goes away. Clear ownership, clear goals, and open access avoid chaos while preserving speed and truth in the system.
Q: What happens if a manager blocks access to the summit?
Define a direct escalation policy. Praise managers who bring problems to light. Adjust access control quickly: it slows down business and hurts the bottom line.
Q: How do you measure whether this style is working?
Monitor cycle time, decision speed, employee sentiment and delivered results. If the barriers fall and production increases, the approach works.
