What Every CEO Wants Their Teams To Know (but won’t tell them)

ishikalatwal
3 days ago
4 min read

I’ve worked with numerous CEOs across industries and geographies—from start-ups and founder-led businesses to mid-sized organisations and global multinationals.

I’ve seen their power. And I’ve seen their loneliness. I’ve seen their confidence in boardrooms—and I’ve also seen the 3 a.m. decisions they carry alone. They take the weight home, even when they don’t show it.

People often ask me, “Payal, what do CEOs really want from their teams?”

And on the other side, CEOs tell me, “Payal, I wish my team understood certain things without me having to say them.”

After years of working closely with CEOs, I’ve learned this:

The gap between a good team and a great one isn’t talent—it’s understanding.

What a CEO thinks,  says, and what teams hear are often three very different things.

There are truths CEOs deeply want their teams to understand—but rarely say aloud, because saying them fundamentally changes the relationship.

Here’s what CEOs quietly wish their teams knew—

I am a human being, not a magician: CEO’s  have families, stress, and personal issues just like their employees. CEO’s, as confident as they may appear, get scared too. They have their limitations. They feel regret and guilt, too. They don’t have all the answers, and, like you, they’re deciding with incomplete information. A CEO once told me, “People assume I see the whole chessboard. I don’t. I see three moves ahead—on a good day.” CEOs are just “figuring it out” one decision at a time, just like everyone else. There is rarely a secret, grand playbook. What many teams forget is this: the CEO  can be fired, too. The pressure isn’t just about success; it’s about survival. They are constantly accountable to the board and shareholders and live with high-stakes, minute-by-minute pressure. Behind the confidence you see is a leader carrying a  weight most never witness. CEOs are just regular people in positions of power and authority. They must deal with stressful jobs, family issues, and other problems like everyone else.
I want my team to be my partner: CEOs pay close attention to who thinks like an owner. In one organisation where I was coaching the founder, I observed that he had two leaders running identical businesses. One of them regularly said, “Head office decided.” The other would say, “Here’s what I recommend and why.” Only one sounded ready for the next role. CEO’s want you to talk to them like you own the outcome—even if you don’t own the title. Executives favor leaders who take responsibility for delivery and corrective action. It is incredibly lonely at the top. The weight of final responsibility can be isolating, and they often bear the burden of difficult decisions (layoffs, strategy pivots) alone. And so, they look for a partner, not an employee who just agrees to everything and who reports to them.

 I measure you less by effort and more by judgment. One executive worked 14-hour days and proudly announced it.  Another worked fewer hours—but consistently made the right calls at the right moments. Only one was fast-tracked.  Being busy doesn’t build confidence. Sound judgment does. CEOs look for people who understand the big picture (the “why”) and who prioritize business results over busywork. In their eyes, effort does not equal growth. You need to own the outcome. The lonelier you get at the top, the more you need thinkers—not followers. don’t need agreement. CEO’s need thinking that sharpens their mind. CEOs don’t announce it—but they are constantly asking: “Who can I trust with complexity?” Your readiness shows in how you think, not how loud you speak. It is no longer about effort, intent, or activity. It is about judgment, risk, and consequence.
Time is my scarcest resource: Time is the one thing CEOs never have enough of. That’s why clarity matters more than detail. Be concise: lead with the answer.  Start with a one-line summary, then follow with 2–3 bullets of support and one sentence on risk/mitigation. Present the decision you want, not just the problem. Bring solutions, not just problems. Communicate divergence early and often. Raise constraints and uncontrolled failures as soon as they’re clear. Prepare brief written summaries after key conversations to make decisions and owners explicit. Bad news doesn’t upset them. Late news does.
Data Informs me, Intuition Guides me: While relying on metrics, they know the most critical decisions are often made in the dark using gut intuition, refined later by data. From the outside, teams assume the CEO sees everything. In reality, the CEO sees fragments, patterns, risks—and must still decide. And so, many CEOs trust their intuition (gut feeling) more than data, especially for high-stakes decisions. Not instinct in isolation, but judgment shaped by experience, refined later by evidence. These days, where we have instantaneous access to virtually limitless amounts of data. There’s no substitute for judgment, and there are times when your instincts have to guide your decisions, even to the point where they override the available data.
My Focus is on Cash Flow & Profit: CEOs relentlessly focus on cash generation, profit margins, and return on invested capital (ROIC) – how effectively the company uses money.  While teams may optimise activity, CEOs are scanning for sustainability: Can the business fund its own growth? Can it absorb shocks? Can it survive bad quarters as well as it celebrates good ones? Every decision—hiring, pricing, investment, expansion—eventually flows back to cash and capital efficiency.

At times, your CEO may seem intimidating, but remember that they rely on you for help, just as you depend on them for guidance and leadership. You require their ideas just as much as they need yours. When you see your CEO, remember that they are a part of your team.

Your Good Friend and Coach

Payal Nanjiani