Seven myths about C-level executives that need busting

How would you paint the picture of an average C-level executive? Do you view it as someone exactly like yourself, or are there traits and qualities every executive should have – but you’re lacking?

Don’t be fooled by popular myths and misconceptions. Leaders come in all shapes and sizes. And when we think every executive needs to look a certain way or talk a certain way, we miss out on seeing what makes leaders unique. 

It’s time to bust some big myths about C-level executives.

There’s only one way to lead as a C-level executive

It’s easy to fall into the trap of thinking there’s only one way to lead others, particularly as a C-level executive. But guess what? CEOs possess several different leadership styles. Bill Gates (Microsoft) is a transformational leader who likes to inspire individuals, while Richard Branson (Virgin Group) is more democratic as he enjoys a team approach to problem-solving.

There’s no reason to stick to one leadership style at the very top. Leaders come in all shapes and sizes; your approach has to be best for you. 

Great leaders are extroverts

Do you believe every executive is extroverted, charismatic, talkative, and sociable? No! Some leaders are extroverted, stand out in social settings and are incredibly comfortable with the spotlight. But introverted leaders are just as successful. And let’s face it, even those we label as extroverted need quiet days.

How you present yourself has nothing to do with your ability to lead. It’s all about key skills, such as your ability to problem solve, communicate with others and overcome conflict. Introverted or extroverted leaders can do all that and more in countless ways.

C-level executives are never wrong

No one likes to be told they’re wrong. It’s hard for most people to admit they messed up or need to learn more. But one of the biggest misconceptions about C-level executives is they cannot be vulnerable and have nothing to learn.

It’s impossible to know everything. So when you don’t have the answer it is okay to ask others for support. You can even take the time and say “I don’t know right now, let me look into it”. Recognising the need to learn and grow even when leading an organisation is a critical skill: it’s arguably more important than always being right. It’s why great leaders surround themselves with great teams. 

They must have industry expertise 

Industry expertise is a valuable commodity. It’s always beneficial to ask potential C-level executives about their familiarity with a specific industry during the recruiting process. But it’s not the be-all and end-all. Sometimes a fresh perspective is what’s needed to reinvigorate a company. 

So if you have the skills and knowledge to lead at a C-level, you shouldn’t feel restricted by sector restraints just because of your background. It’s always possible to learn about a new industry once you’re in a top-level position with numerous resources at your disposal.

Employees don’t matter to executives 

You’ll find examples of businesses with a disconnect between employees and C-level executives. There will be staff who have never met a CEO and CEOs who probably have no idea about all the departments and roles underneath them. But that’s only a minority at best.

If you’re an executive who cares about your employees, chances are you also care about your company culture. The best leaders connect with their organisations. They might not know everyone’s name – that can be hard in large companies – but they care about the staff. There’s an investment in staff well-being, a desire to support employee growth and a commitment to staff retention. 

Every C-level executive is a white-collar university graduate 

There’s a myth that executives need to be white-collar university graduates – and in the past, that was probably the case. Some companies would have only hired university graduates with a private school background and most would have been men. But that’s gradually changing in Australia. 

Yes, 60% of company leaders have a Master’s degree or higher, but there’s an understanding that on-the-job experience and qualifications are just as important. It’s not just lifelong businessmen taking on leadership roles anymore.

Money is the only motivation

How often do you think others perceive money as the only motivation for executives? It might happen a lot. But that’s one myth we want to bust now. C-level executives take on roles to create change and help others. Whether through mentorship, guidance or creating improved policies to support staff and consumers, executives focus on creating the best outcomes for everyone around them.

If you’re leading the way as a C-level executive, never forget your motivations. Be inspired to bust myths and show you’re an innovative individual ready to make a lasting impact.