Facing the 2008 financial crisis just after being hired as sales director, Todd Scott proactively took operational control of NBR, scrutinizing every dollar and managing staff who previously reported only to the owner. This extreme ownership earned him a 30% profit-sharing deal 15 months later.
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To ensure growth and opportunity, tire mogul Les Schwab mandated that store managers appoint an assistant and give them 10% of the profits. To enforce this, he decreased the profit share for any manager who failed to develop and promote their top employees.
The sign of a high-performing, intensely driven CEO is when they create enough productive tension that their board members occasionally worry if the team is being pushed too hard. This "occasional gear grind" indicates the company's engine is running at maximum capacity, which is necessary for breakout success.
To build a successful private bank, Sushan asked to be demoted to report to the head of consumer banking instead of the CEO. This unorthodox move allowed her to integrate with a larger division, creating a "wealth continuum" and achieving greater scale and impact than a standalone unit could have.
The founder hired an experienced CEO and then rotated through leadership roles in different departments (brand, product, tech). This created a self-designed, high-stakes apprenticeship, allowing him to learn every facet of the business from experts before confidently retaking the CEO role.
After eight years of grinding, the founder recognized he had taken the company as far as his skillset allowed. Instead of clinging to control, he proactively sought an external CEO with the business acumen he lacked, viewing the hire as a "life preserver" to rocket-ship the company's growth.
A rising tide lifts all boats. The true test of a founder partnership emerges during downturns. Diligence should focus on teasing out traits like adaptability, humility, and accountability, which predict how a founder will react when plans inevitably go awry.
To transition from founder to CEO, Unbound Merino's co-founder admitted his own uncertainty and directly asked his top executive what she needed from him to consider him a great CEO. This act of vulnerability built trust and provided a clear path for his leadership development.
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.
To acquire their first company, a young Teopo Capital team built trust and solved a succession issue by partnering with the retiring owner's son. They made him the new CEO and a shareholder in the acquisition vehicle, aligning all interests and successfully closing a complex deal that defined their people-first DNA.
