How Does it Evolve? The person or people who are close to the CEO gain access to more strategic information and greater visibility. This naturally creates advantages during promotion processes. Those outside the inner circle may perform at the same level yet never receive the same opportunities. not “the best person,” but “the most trusted person.” This can become the starting point of talent erosion. Over time, this situation can Just as in politics, when it comes to critical roles, the choice is often create a privileged internal group within the company. Eventually, this leads to silent resentment and a sense of unfairness across the organisation. Does someone receive more opportunities because they are close to the CEO, or do they become closer because they receive more opportunities? Once that line becomes blurred, the leader’s decisions begin to be questioned internally. While the CEO believes they are acting objectively, they may actually be operating under the influence of a very narrow circle. And from time to time, this happens…
The Possibility of Manipulation
Closeness means power. People who use that power, consciously or unconsciously, can shape the CEO’s perception. Filtering the flow of information, highlighting certain individuals while pushing others into the background, even influencing decision-making processes… All of this creates a sense of injustice within the organisation while preventing the CEO from seeing the full picture. A manipulative person does not always appear openly malicious. On the contrary, they often present themselves as loyal, supportive, and solution-oriented. The Friend May Stop Being Objective Sometimes the problem comes from role confusion. Are they a friend? An employee? An advisor? When there is no clear answer to that question, expectations also become unclear. The CEO may expect professional feedback, while the other person responds with the reflexes of friendship. Or, in order to
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ISSUE 24 GLOBAL PAYROLL MAGAZINE
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