Typically the most harmful, a few working examples of destructive blindspots would be;

• If a CEO’s communication methods are causing efficiency issues in their team, but they’ve no idea this is the case, their lack of awareness that this problem exists is a blindspot.

• If a CEO struggles with time-management habits that perhaps they’ve tried to change, but nothing’s stuck, their lack of awareness of how to make a lasting change is a blindspot.

• Perhaps a CEO outwardly delegates well, but never fully lets go of control, feeling a need to be involved in too many processes. If they know they do this, but don’t know why or what’s driving their behaviour, we’re in blindspot territory again.

There are many ways these potentially destructive blindspots can present, all highly unique to the individual. But there are also themes. Here are some of the common one’s I’ve found capable of causing considerable and ongoing damage:

• Assumptions the CEO has made which might be allowing unnecessary risks to be in play

• Standards they practice which have a different result than they’re intended to

• Any influence of self-doubt affecting their approach and/or decision making

These are all huge subjects, but to expand on them each a little further..

 

1. Assumptions

Some widely reported and risky assumptions for a start-up CEO to make with new funding include:

• That people they’ve trusted to deliver so far equates to them being competent going forward and still worthy of that trust

• That others are as invested in their new targets as they are

• That they as the CEO don’t need to adapt or change with this round

• That growing the team means they’ll have the same culture they have now, just bigger

• That what they communicate is received as intended by others

• That any sub-par performance in their team isn’t a threat to their targets

• That they know who their market are now, what they value and what they need

• That they know how they’re perceived by others as the CEO and the effect of that influence

• That they as a CEO can only be an asset, not a threat to the success of this round and moving forward

2. Standards

When we act in ways that we feel reflect a high standard, we tend to believe that’s how others also see us. Sometimes we’re right, but not always.

One of the most commonplace examples that highlights this is a CEO who consistently turns up early and works late. I’ve found many do this believing they’re showing a solid work ethic, demonstrating commitment or supporting their team by going the extra mile.

They can be right, but sometimes people around them see their behaviour differently – as what’s expected of themselves, or a glimpse into their future. They see someone who solely values work or who will cap their growth by never letting go of control.

Accurate or not, people build their own ideas about who we are and what that will mean for them. That narrative can be very hard to shift and it will play a role in their behaviour, their buy-in to you as the CEO and the company’s targets.

The really dangerous blindspots in a CEO’s standards aren’t found in anything they do which they know is perhaps setting a sub-par example, but in the things they believe are having a positive effect, but in reality, it’s the opposite.

How to avoid this blindspot

The way to avoid setting standards like this is first to be open to the possibility we might not be seen exactly as we think we are and to find evidence either way. The people around us and who know us well are often the best sources of this intel.

Getting honest and transparent feedback for a CEO though, especially if we’re the ones asking for it, can be tricky. There’s obvious conflicts of interests in asking people we employ to ‘rate’ us. 

There are ways around this of course: anonymous surveys, personalised NDA protected interviews. Many options, some more effective than others.

The important point here though is that any intel about how a CEO’s standards might be having an effect on the business cannot come from the CEO’s perspective alone to be considered wholly accurate or comprehensive. 

 

3. Self-doubt

Every one of us has some level of self-doubt, it’s part of being human. The question is whether or not that doubt is hamstringing our efforts.

For a CEO, it’s valuable to know the role self-doubt might be playing for them and if it’s preventing or slowing growth in the business as a result. 

The first step is to accept that our own doubts about ourselves might be a problem. Even the headspace shift of deciding to address self-doubt can be a huge step towards diminishing its influence.

As boring and cliché as it may sound though, the way to eventually change self-doubt into self-confidence is a personal development journey and best handled by working with a professional.