As the CEO, your mere presence in a room dictates the power dynamic. The paradox of being a CEO is that your job is to encourage useful ideas, and yet your very presence can work against that objective. So can your desire to indulge in the dark side of charisma to seek admiration. Ironically, you must overcome the interpersonal liability of your role in order to perform it. How, then, can you create high levels of psychological safety to promote the unencumbered exchange of ideas and unedited circulation of feedback? The author, who has worked with hundreds of CEOs over the past 25 years, offers 10 practical ways to make that happen.
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