If you’ve ever worked closely with a CEO, you might have heard of something called “CEO patience.” It’s that incredibly short fuse many CEOs have when it comes to how much time they’re willing to spend listening to someone. And let’s be honest, it can be tough when you’re the one trying to communicate with them.
I’ll admit it—I have CEO patience too. Turns out it’s not exclusive to CEOs!
But this isn’t about whether or not you have CEO patience; it’s about how to communicate effectively with those who do. Consider this a crash course in executive communication.
One of the most common mistakes I see is when people try to get a CEO’s buy-in or update them on a project by telling a story. They start by setting the scene, providing all the context, walking through what happened, building up to a big climax, and then—finally—getting to the point at the very end.
Here’s the thing: If you’re talking to someone with CEO patience, this is exactly the wrong approach.
The key is to flip that storytelling method on its head. Instead of saving the big reveal for the end, you need to start with it. Lead with the headline, the big ask, the key takeaway.
For example, here’s what NOT to do:
- We have X problem
- The team has spent 3 months researching different solutions
- Here are pros and cons for each
- We believe the best approach is Y
- This will require an investment of $10M
Here’s how you SHOULD present it:
- We’re asking for $10 million for an investment in Y to solve X problem
- Here’s why we think it’s the best approach
- We can go over other options we considered if that’s helpful
More often than not CEOs will appreciate this direct approach. They might even cut you off as you start diving into the details, either because they already know the story, or because they’re more interested in something else entirely. Remember, they often have more context than you realize, so they might have a completely different question in mind that you didn’t anticipate.
This means you need to be prepared for anything. Start with the headline, hit the key points, and be ready to pivot. Have all the backup information ready just in case they want to dive deeper into a specific area.
This is the essence of effective executive communication in today’s fast-paced world. When you communicate like this, you’re demonstrating that you understand the need to move quickly and efficiently.
CEO patience is both a blessing and a curse. It’s a blessing if you know how to navigate it, and a curse if you are caught off guard. If you find yourself telling long-winded stories and wasting time, you might just trigger that CEO’s impatience—and trust me, that’s something you want to avoid.
Oh – and if you have CEO patience like me, you might want to work on that. 😂
Elsewhere In Culture
A different kind of remote work: Two jobs, two checks, one mess
Caroline Lian’s double (or triple) life as a full-time juggler of jobs is a glaring example of what happens when trust in the workplace is taken for granted. In a world where remote work is the new norm, Lian’s audacious maneuvering between high-paying positions exposes a serious flaw in how organizations manage—and often fail to manage—their remote employees. This isn’t just about one person’s unethical choices; it’s about a systemic failure to verify that the trust companies place in their employees is earned and maintained. How many other “Lians” are out there, coasting through remote work with minimal oversight?
This scandal rips the band-aid off a deeper wound in workplace culture: the illusion of accountability in hybrid work settings. Companies love to tout flexibility, but without real checks and balances, it’s a free pass for the cunning and the opportunistic. Lian’s case is a wake-up call—remote work isn’t just a convenience; it’s a breeding ground for deception if not properly managed. It’s time for leaders to ditch the naive “trust but verify” mantra and get serious about implementing systems that actually hold people accountable. Flexibility should never come at the expense of integrity, and Lian’s story is proof that if you don’t watch your back, someone else is likely to be cashing two checks while you’re none the wiser.
Why ‘respect’ is a radical workplace concept
Kim Scott’s concept of “radical respect” is a wake-up call for anyone who still thinks workplace culture can thrive on the outdated norms of coercion and conformity. In a world where bias, prejudice, and bullying often go unchecked, Scott’s approach isn’t just a nice-to-have; it’s a necessity. The idea that respect should be earned is part of the problem—it’s a mindset that perpetuates power imbalances and stifles collaboration. Scott flips this on its head by demanding unconditional respect as the foundation for a truly inclusive workplace. In environments where employees are constantly navigating subtle (and not-so-subtle) forms of discrimination, radical respect is not just a strategy; it’s survival.
Connecting this to workplace culture, it’s clear that companies can no longer afford to ignore the toxic behaviors that undermine their people and, ultimately, their performance. Bias, prejudice, and bullying don’t just harm individuals; they rot the core of organizational culture. Scott’s call to action is a stark reminder that fostering a respectful, inclusive environment requires more than lip service—it demands bold, uncomfortable conversations and the courage to stand up against ingrained patterns of disrespect. In today’s workplace, where collaboration is key to success, radical respect isn’t just radical; it’s revolutionary.