CEO Leadership Fails: Stop Storytelling and Start Steering Your Startup

Here is the situation: I'm vibing with a startup CEO, both of us buzzing like we've downed a double espresso. He's young, sharp, in his 30s, and his energy screams, "I'm building something big." Then he drops the bomb: he wants a COO so he can focus on sales. Wait, what?

I'm Mathan, your guide at NeurallyIntense. Here's a startup story that screams 'don't do this'—and I lived it. CEOs are born storytellers; it's how they raise millions. But mistaking that for commercial leadership or hiring a savior to fix problems? That's a ship headed for rough seas.

The Interview That Felt Too Good

A friend connected me with this startup, and the CEO and I clicked instantly. Same wavelength, same intensity: we were already closing a deal over coffee in my head. He needed a Chief Operating Officer to handle operations so he could focus on what he's good at, storytelling and sales.

My gut twitched. Storytelling is gold for pitching investors, but running a company? That's a different beast. Then he admitted his head of sales couldn't close deals without him swooping in to save the day. Red flag number one: if your sales team needs the CEO as a crutch, something's broken.

Red Flags Waving High

The deeper we talked, the clearer it got. This CEO wasn't just a storyteller. He was addicted to the sales adrenaline. He'd jump into deals, leaving strategy to gather dust.

Red flag number two: role confusion. A CEO's job is to steer the ship and set the vision, not dive into the engine room to fix leaks. Worse, he thought hiring a COO would magically fix operations.

Red flag number three: Hiring to dodge problems is like slapping a bandage on a broken leg. The CEO was so pumped he wanted to roll out the red carpet to HQ, pronto. The external recruiter? Not amused. They felt like the third wheel in our bromance, and their bruised ego threw a wrench in the works.

Have to say, being the prize in their tug-of-war felt weird. We didn't mesh. Dodged a bullet.

Storytelling Isn't Leadership

Don't get me wrong: storytelling is a superpower. It convinces investors to open their wallets and inspires teams to rally. But it doesn't close contracts, streamline operations, or fix a shaky sales team. This CEO thought charisma could substitute for structure. Spoiler: it can't. Leadership means setting clear goals and trusting your crew to execute, not playing hero in every department.

The Hiring Myth

Here's a dirty secret: No single hire fixes a broken company. Not a COO, not a sales guru, not even me, and I'm pretty darn intense. Hiring to solve everything is a startup fairy tale. Problems need surgery, not a shiny new face. If operations are a mess, dig in. Find the leaks. Plug them one by one. Throwing a person at chaos just adds more chaos. I've seen it.

Role Overlap Sinks Ships

When a CEO meddles in sales, it's not just micromanaging. It's a signal roles aren't clear. If the head of sales needs a babysitter, either they're not the right fit, or the process is busted. Define who does what. CEOs set the North Star; sales teams navigate the deals. The overlap creates confusion, inefficiency, and a wobbly ship that's tough to steer back on course.

Lessons to Steer Straight

What's the takeaway from this startup misadventure? My raw advice, forged from decades of scars and wins:

• Define roles like your life depends on it. CEOs, you're the captain, not the mechanic. Stay strategic, not tactical.
• Solve problems, don't outsource them. One pain point at a time: don't expect a hire to be Jesus. Spoiler: they're not.
• Empower your crew. If sales can't close without you, fix the team or the process. Don't be their crutch.
• Steer, don't tinker. Set the vision, align the team, and resist diving into the engine room.

Are You Steering or Sinking?

I should've told that CEO, "Mate, you don't need a COO. You need to be a CEO." Lessons come from missteps, and I'm here to share mine. Tempted to hire a savior or jump into your team's trenches? Ask yourself: Am I steering the ship or running in circles?

The most successful CEOs I've worked with understand the difference between being a visionary and being an operator. They know when to zoom out and when to zoom in. They build systems that don't require their constant presence.

Want to build a company that scales beyond your personal bandwidth? Start by recognizing the limits of your storytelling charm. Build processes that work without you. Hire people who complement your skills, not replicate them.

And for heaven's sake, if you're addicted to the sales floor adrenaline rush, maybe you should be the Chief Revenue Officer instead. There's no shame in knowing where your true talents lie.

Drop a comment or DM me for a coffee chat. I'm always up for real talk about leadership challenges and how to navigate them without capsizing your startup.

Until then : Stay Raw | Stay Real | Stay Intense.