Mapping out a company strategy is one of the most important steps in growing a sustainable business. Yet, I see CEOs fall into the same traps repeatedly, undermining their vision and team alignment. It’s a sure way into what I call the “CEO Doom Loop” - a vicious cycle of self-doubt, fear and indecision. If you’re feeling frustrated or stuck leading your company, you’re going to want to keep reading.
Let’s dig into four key mistakes that funnel unsuspecting CEOs straight into the Doom Loop – and what it takes to steer clear of them.
#1 Starting with Numbers Instead of Purpose
One of the biggest mistakes CEOs make is diving straight into the numbers.
There is a reason the #1 CEO Doom Loop cure in The CEO Playbook is to “create a clear and compelling vision for the future”. Many set their vision – their BHAG (Big Hairy Audacious Goal) – as a revenue target; "$100 million by year five," for instance. A number like that is cold and unemotional. It’s hard to rally a team around something so abstract and financial. When I ask CEOs why they’re in business, if their answer is just “to make money,” I tell them to dig deeper.
Vision and purpose is what gives life to your strategy. Think about your ultimate bucket list trip. In a recent workshop, I asked folks where they’d want to go. We had someone aiming for Japan to learn from master woodworkers, another to Scotland to bond with their son over golf. The destinations were specific and purposeful, filled with meaning unique to each person. That’s what your business purpose needs to be – a place you’re motivated to reach, beyond money. Your purpose will become your North Star, guiding every decision and keeping everyone on course. Without it, a numerical goal just won’t cut it.
#2 Treating Strategy as Static
Many CEOs assume once a strategy is in place, it’s set in stone. Think about it like sailing across the ocean. You set sail for your destination (your purpose or BHAG), charting your course with it as your North Star. Along the way, winds shift, currents change, and storms come up. If you keep pushing the original course, you’ll end up blown off track, maybe even lost. Instead, trim the sails, adjust your rudder, and recalibrate.
In business, the currents are market dynamics: competitors, economic shifts, global events. Your North Star, your purpose, remains the same, but the route to get there will need adjusting. A strategy must be flexible to respond to these shifts, allowing you to navigate back toward your purpose when the storm clears. CEOs who can reorient their teams during changing conditions end up where they need to be, while those who don’t drift off course and get stuck in the CEO Doom Loop.
The CEO Doom Loop
#3 Leaving the Team Out of the Process
Another common pitfall is believing that you have to craft the strategy alone, then announce it to your team like a proclamation. That’s a vital mistake. Strategy should not be a solo mission. Business is a team sport, and each leader on the field has a role. The CEO may be the quarterback, calling the plays and looking downfield, but each senior leader has their function, a unique position that only they can fill.
When we’re mapping out a BHAG or defining a company’s purpose, I’ve found the best insights come when the team is involved. In workshops, I watch leaders bounce ideas off each other, challenging and shaping the vision until it fits everyone in the room. Those who helped create it are the ones who own it. If you leave the team out, they may understand the strategy in concept, but they won’t feel it in their bones. True buy-in comes from letting people put their DNA into the vision, which in turn alleviates owner dependency. Fears that come with lack of leadership capacity can be side-stepped, keeping you well away from the Doom Loop.
#4 Not Defining Clear Roles
In business, like in American football, each player has a defined role. You wouldn’t want two quarterbacks on the field or two linebackers running the same route. They’d knock each other over. Yet, in companies, I often see roles overlap or remain undefined, creating confusion and inefficiency.
At Apex North, we use the Metronomics system to map out functional roles within the leadership team. Imagine you’re running a play, and every team member has a specific route and goal, with metrics to track how they’re doing. Without clear roles, people either duplicate effort, or no one knows who’s accountable. It’s chaos. But when everyone’s position is clear, and they know their role in driving the strategy forward, it’s like a well-coordinated team on the field, each player moving the company toward its goal with precision.
By avoiding these common mistakes, CEOs can keep their teams aligned, engaged, and focused on a vision that’s not only ambitious but shared. Strategy, when it’s alive with purpose and shaped by a committed team, has the power to transform a company, guiding it toward becoming the only choice in its market.
Frustration and feeling stuck are common signs of the CEO Doom Loop. If this sounds familiar, The CEO Playbook offers actionable strategies to help you find your way forward. Use this link to access your free copy.
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