Who shouldn't become the CEO

Freek Vermeulen, Economics Professor at the London School of Business has brought out an interesting piece of research on what kind of people ultimately become the CEOs.

“An interesting line of research in social anthropology analyzed what type of person is more likely to rise through the ranks to become the headman of a tribe. Often, this would be the most fierce, ambitious and aggressive warrior, who would be willing to take on all his opponents in the quest for leadership. Yet, interestingly, although characteristics such as fierceness and ambition would be helpful in becoming tribe leader, these characteristics were not necessarily positive for the future of the settlement, since these type of leaders were prone to take the tribe to war. This would ultimately take its toll on the size, strength and survival chances of the tribe. Thus, the same characteristics that would make people more likely to become the headman were likely to get the tribe in to trouble.

CEOs might not be all that different. Those people who are ambitious, risk-seeking and aggressive enough to be able to rise to the ultimate spot of CEO, just might be the same people who, once they’re there, take their firm on a conquest.”

But the CEOs I am most impressed with are the most humble ones and open to ideas purely on merit. They do not behave like the only pillar which is supporting the organization, but understand that they are just one of the pillars on which the organization bases itself upon and that all the other pillars are equally important for the well being of the company.

They are hell bent in making the whole team feel good about itself, so that they perform their best. (More like the One Minute Manager)