L. Bart Adams

I have read and heard many definitions of CEO disease. Wikipedia defines it as “CEO disease,” which refers to the information vacuum around a leader; that arises when employees withhold relevant (or unpleasant) information.

In my experience, diagnosing CEO disease in the company is evident by one or more the following symptoms:

1. The CEO is the last person in the business to receive the bad news
2. The CEO does not get all of the information needed to make crucial decisions
3. Subordinates believe they are protecting the CEO by withholding some or all the necessary information

I recently discovered that I was suffering from CEO disease at my business. It’s been almost four years since I have been in this role, and only now am I uncovering the symptoms. I cannot say how long it’s been happening because, like sign number 1, the CEO is the last to know. The most recent incident had to do with several interpersonal conflicts among my office staff. When I got the bad news, I was blindsided by what was going on and surprised that they hadn’t brought the issue to my attention sooner, so I could help resolve it before it came to a head.

In light of my new understanding and study of this disease, I am currently using the following prescription to help fight this disease at our facility.

1. Don’t kill the messenger. How the CEO responds to terrible news makes an impression on the person delivering the message and can have a lasting impact on the CEO promptly receiving any bad news in the future.
2. Build trust with subordinates through weekly/monthly one-on-one meetings. Direct reports will be more apt to share valuable information if they trust you. Increasing the frequency of one-on-one sessions can help build this confidence and give the subordinate a forum to share helpful information with you.
3. Ask good questions. If the CEO is not getting all of the information, they are most likely not asking thoughtful questions. It is the leader’s responsibility to ensure that clarity exists in all communication with direct reports.  Asking the right questions is a way to deepen understanding and gain clarity.

I am making a special effort to apply this prescription and hope to rid myself of this fallible yet curable disease. I’ll keep you posted on my progress.