A 2013 CIO opinion column by Rob Enderle describes seven leadership and governance risks that can undermine a CEO’s tenure: micromanagement, weak independent oversight, rule-breaking, isolation, image problems, yes-person advice, and an unresolved internal rival. These are Enderle’s arguments, not a proven ranking of why CEOs are removed or a guarantee that any one behavior leads to dismissal.
In “7 Ways to Get Your CEO Fired,” published by CIO on April 12, 2013, Enderle frames the CEO’s job as more than running operations: it depends on oversight, capable colleagues, candid advice, and the confidence of people inside and outside the company. The column is historical commentary, not a current empirical study or legal guide.
1. Micromanaging the organization
Enderle argues that a CEO who gets absorbed in details can become overextended and lose the capacity to lead the organization as a whole. His point is not that executives should ignore operations; it is that a chief executive who cannot delegate risks spending leadership time on work others can own.
2. Combining the CEO and executive-chair roles
The column warns that combining CEO and executive-chair positions can weaken independent oversight. Enderle’s concern is that a CEO may lack an effective check or mentor when the board’s leadership is not sufficiently separate. The article presents this as a governance risk, not proof that every combined structure fails.
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3. Acting as though rules do not apply
Enderle describes a CEO who assumes ordinary rules do not apply to them as a threat to their own tenure. The broader governance concern is accountability: when senior leaders disregard rules or controls, the board and organization may lose confidence in their judgment.
4. Avoiding capable colleagues
Enderle argues that a CEO who feels threatened may avoid building a team with experience that complements their own. That leaves fewer people able to identify blind spots, challenge assumptions, or handle areas beyond the CEO’s strengths.
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- Author: Bungay Stanier, Michael.
- Publisher: Page Two
- Pages: 244
- Publication Date: 2016-02-29
- Edition: 1
5. Neglecting the CEO’s public image
The column treats the CEO’s reputation as a company concern because the chief executive is a public representative of the organization. Enderle puts it directly: “A CEO is the face of the company.” His argument is that perceptions of the leader can spill over into perceptions of the business; it does not establish that image alone causes a CEO’s removal.
6. Surrounding yourself with yes-people
Enderle warns that a CEO who hears only agreement may miss information needed to make sound decisions. Advice that is candid and sometimes uncomfortable can help expose risks before they become larger problems. In the column’s framing, the danger is not loyalty but the absence of meaningful dissent.
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7. Leaving a powerful internal rival unresolved
The final risk is a continuing power struggle with a predecessor or another senior leader. Enderle argues that unresolved competition can impede a new CEO’s ability to lead. The column’s point is about organizational authority and alignment, not a claim that every prominent internal rival must leave.
Independent reader supportYour contribution helps us test, update, and keep practical guides available for everyone.What the seven risks have in common
Across the seven themes, Enderle focuses on whether a CEO remains accountable, gets candid advice, and can lead without being consumed by internal conflict. The column’s examples and judgments illustrate those concerns, but it does not establish that these are the most common causes of CEO removal or provide evidence that any single behavior automatically results in dismissal. Its historical examples should be checked against reliable records before being repeated as factual claims.
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