Nicolai Tangen, CEO of the world's largest sovereign wealth fund, redefines the CEO acronym as "Chief Energy Officer." He sees his primary job as providing energy, direction, and inspiration to push the team toward ambitious goals they might initially resist, framing leadership as a function of energy transfer.
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McLaren's CEO Zak Brown re-frames leadership as a service function. His primary job is to ensure his 1,400-person team has the tools, funding, and motivation to succeed. He sees himself as one employee whose responsibility is to "keep them all fed and hungry."
Nicolai Tangen, CEO of Norway's sovereign wealth fund, uses laughter as a litmus test for setting ambitions. He argues that if a team doesn't laugh when first hearing a goal, it's not audacious enough. The initial disbelief signals a truly transformative vision that stretches the organization's capabilities.
The CEO role is not a joyful or fun job; it's a high-pressure, problem-solving position. Founders who love their craft, like software engineering, often take the CEO title out of necessity to solve a larger problem and bring a vision to life, not because they desire the job itself.
Contrary to the popular advice to 'hire great people and get out of their way,' a CEO's job is to identify the three most critical company initiatives. They must then dive deep into the weeds to guarantee their success, as only the CEO has the unique context and authority to unblock them.
The ambition to be a CEO isn't just about leadership; it's a practical blend of ego, a need for control, and financial motivation. Critically, it stems from a deep-seated belief in one's own judgment and risk appetite, especially during pivotal market shifts that require bold, swift action.
