229 - Why Half of New CEOs Fail in the First 18 Months

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Stepping into the CEO role is not simply a change in responsibilities. It is a profound psychological transition.

Research shows that a significant portion of new CEOs struggle within their first 18 months, not because they lack the capabilities required for the role, but because they remain anchored to the expertise that earned them the promotion in the first place. The instinct to remain deeply involved in a familiar function can feel productive, yet it quietly prevents leaders from fully occupying the broader integrative responsibilities of the CEO role.

In this solo episode, I'll explore one of the most common traps in leadership transitions: the tendency for new CEOs to retreat into their former expert identity rather than stepping into the architect role the position requires. He outlines three leadership shifts that define successful CEO transitions — moving from doing to deciding, from performing to architecting, and from concentrating authority to distributing it across the leadership team.

 

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