What I Thought Being a CEO Would Be Like (And What It Actually Is)

I’ve wanted to be a CEO since college. Not just “move up” — I wanted the job. The title. The accountability. The challenge.

So I did what we did back then — I went to the library. I started digging into what backgrounds CEOs came from. The answer: engineering, sales, and product/marketing.

So I picked engineering.

Not because I loved it. I didn’t. I was just smart enough to excel in it, and I figured it was a solid launchpad. My dad was an engineer, and he did just fine. I also had something that made me a bit of an outlier: I could relate to people.

So naturally, I ended up in **technical sales** — a solid combo of engineering and conversation. Selling to engineers while speaking their language? A great start for my career.

A few years in, I revisited the plan. How do I actually become a CEO?

I pivoted into Product Management — where technical knowledge meets business need. From there, I moved through business development, international roles, and eventually into GM and VP roles in sales, product, and operations.

At that point, I thought I had it figured out.

Then I actually became a CEO.

And... yeah. I didn’t know nearly as much as I thought I did.

Here’s what surprised me most:

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1. People actually listen to you. Like, really listen.

I’m not talking about nodding during a meeting. I mean they *hang on your words.* I’d casually say something and later hear, “Well, that’s what Steve wants.”

That was new.

It made me realize that as CEO, every word matters. You don’t get throwaway comments anymore. I had to learn to pause, think, and be intentional. Because people were interpreting what I said as direction — whether I meant it that way or not.

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2. You can accidentally override the org chart.

People would come to me with questions I assumed they’d already asked their manager. I’d respond with something casual like “Yeah, that sounds fine,” and just like that, their boss was out of the loop.

I learned quickly: redirect them to their manager. If the CEO says yes, it becomes gospel. Even when it shouldn’t.

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3. You're the Chief Culture Officer — whether you want to be or not.

I knew I’d be responsible for the company’s strategy and results. I didn’t fully appreciate that I’d also be the referee for turf wars and the one constantly reshaping the org chart.

I spend a huge amount of time on people. Getting the right ones in the right seats . Dealing with internal friction. Coaching. Unblocking. Realigning. Things no one talks about in your MBA.

Side note: only two people from my original leadership team are still with me; the right team matters!

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4. Strategy is only part of the job.

Sure, I set strategy. I meet with major customers and suppliers. I own the P&L. That’s all real.

But I also spend time managing egos, defusing miscommunication, coaching leaders, and navigating human dynamics I didn’t even know existed when I was a VP.

It’s not just about what we do — it’s about how we do it, and how we work together.

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5. The numbers aren’t optional.

I’ve always liked data, but as CEO, you have to live in it. Margins. Cost trends. Leading indicators. Operational KPIs. Lagging metrics. Unexpected leaks. If you're not paying attention, the business bleeds slowly and quietly.

I don’t need to be a CFO. But I need to see the battlefield — and protect my flanks.

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6. You have to be the company’s biggest cheerleader — and its most honest voice.

This is one of the toughest balancing acts I’ve had to learn.

People want inspiration. They want to feel like everything’s going to be okay.

But they also need truth. If performance is down or morale is slipping, you can’t sugarcoat it — but you also can’t send everyone into a panic spiral.

You have to speak with clarity, not chaos. And you need to help your team see the challenge *and* believe they’re capable of overcoming it.

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Final Thought

I thought being a CEO would be about vision, strategy, and high-stakes decisions.

And it is.

But it’s also about people, pressure, nuance, communication, cash flow, politics, culture, and wearing a few hundred hats — most of which don’t fit.

I’ve learned that “being in charge” mostly means being responsible — for the business, the people in it, and the culture you allow to take root.

And no one gives you a playbook.

But if you’re in the seat — or trying to get there — just know you’re not the only one learning as you go.

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