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Without realising it, the leader can shift from being the person making decisions to the person fulfilling expectations. This shift is quiet, but its impact is enormous. Power Blindness Another possibility is “power blindness.” The person close to the CEO may begin to normalise the privileges that come with their position. Over time, they may overestimate their influence and start testing it. This creates invisible tensions within the organisation, fractures between teams, and a loss of trust. Meanwhile, because of workload and habit, the CEO often cannot directly observe these dynamics. Rising Expectations In some cases, no matter how objective and balanced the CEO tries to be, the person in the close circle may begin to see themselves differently over time. More responsibility, more influence, and often expectations of a higher position… When those expectations are not
Without realising it, the leader can shift from being the person making decisions to the person fulfilling expectations.
protect the relationship, they may avoid saying what truly needs to be said. In the long run, this damages both the relationship and the organisation. Can You Say No to Your Close Friend? At this point, there is a reality many leaders experience internally but rarely say out loud: the inability to say “no” to someone close to them. Small exceptions made in the name of protecting the relationship gradually stop being exceptions and become expectations. A single compromise often becomes the beginning of a new standard. Even if the other person is not consciously manipulating the situation, human nature tends to expand any space that is opened.
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GLOBAL PAYROLL MAGAZINE ISSUE 24
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