Dear Leah,
I’m Chief Transformation Officer, and I’ve discovered that two of our non-executive directors have been having private conversations with key shareholders
about our CEO’s performance.
Our CEO doesn’t know, but the whispers are getting louder - “lack of strategic vision,” “too operational,” “not the right leader for growth.” The irony is that our CEO is actually doing a decent job in a difficult market, but his communication style doesn’t inspire confidence in the boardroom. He’s brilliant in small groups but struggles in formal presentations. I genuinely believe he could succeed with the right support, but I also understand the Board’s concerns.
One of the NEDs approached me last week asking for my “honest assessment” of the CEO’s capabilities. I suspect they’re building a case for his removal, but I also worry that changing leadership now would be catastrophic for morale and momentum.
Do I warn the CEO?
Do I try to coach him?
Do I stay neutral and risk being complicit
in what might be an unfair process?
- Privy to A Silent Coup
Dear “Privy to A Silent Coup”,
You're in the eye of a governance storm where everyone's playing politics instead of solving problems. The real tragedy?
A capable CEO might lose his job because nobody's bothered to help him develop the one skill he lacks.
DIAGNOSIS:
This isn't about performance, it's about perception. The company’s NEDs have decided the CEO doesn't "look" like leadership material, so they're building a narrative to justify their gut feeling rather than taking responsibility for the appointment. Meanwhile, your CEO is oblivious to the fact that his presentation skills are undermining everything else he's achieving.
THE ROOT OF THE PROBLEM:
There's a fundamental breakdown in board function. Proper governance would involve direct conversation about development needs, not shareholder or board whisper campaigns. Your board is operating like a secondary school clique rather than fiduciary guardians of company value.
THE PATH TO RESOLVING IT:
Thankfully this is common. Stop being Switzerland. Your CEO deserves to know his job is at risk, and your board deserves honest feedback about their dysfunctional approach. Suggest the Chair have a 1-2-1 meeting about this with specific talking points, and schedule a 360 review for the Board that gives everyone cover for having the real conversation about leadership development versus replacement.
YOUR ROLE GOING FORWARDS:
Name the elephant.
Tell your CEO that boardroom presence matters and
offer to help him develop those skills.
Challenge the process.
Ask the NEDs whether they're committed to supporting
the CEO's development or have already decided his fate.
Protect the business.
Leadership uncertainty destroys value faster than
poor presentation skills ever could.
Sometimes the most transformational thing you can do is insist everyone stops whispering and create a space where they start talking.
