For CEOs whose teams 'walk on eggshells'

There is a quiet but costly signal many CEOs overlook: when your team constantly watches their words, hesitates to speak up, or seems overly careful around you, they are not being “disciplined”—they are walking on eggshells. And when people walk on eggshells, truth, innovation, and ownership quietly exit the room.

Let me say this gently but clearly: fear is not respect, and silence is not alignment. Teams walk on eggshells when leaders become unpredictable, overly critical, dismissive of dissent, or emotionally unsafe. Over time, staff learn one lesson very well—survival. They speak less, agree more, and avoid responsibility not because they lack competence, but because the environment punishes honesty.

The tragedy is that CEOs in such environments often believe things are “fine.” Reports are neat. Meetings are quiet. Targets appear met. Yet beneath the surface, discretionary effort is gone, early warnings are buried, and brilliance is muted.

Walking on eggshells also creates a dangerous culture of managed impressions. People tell you what they think you want to hear, not what you need to know.

As a CEO, your presence sets the emotional temperature of the organisation. If people tighten up when you walk in, it’s worth pausing—not to assign blame, but to assume responsibility. Leadership is less about authority and more about psychological safety—the freedom to think, question, challenge, and contribute without fear of humiliation or retaliation.

Walking on eggshells also creates a dangerous culture of managed impressions. People tell you what they think you want to hear, not what you need to know. This is how organisations miss risks, lose good people quietly, and make avoidable strategic errors.

Here’s the caution: your intentions do not cancel your impact. You may value excellence, speed, or high standards—but if these are delivered without empathy, clarity, and consistency, the message received is fear.

Dear CEOs, a corrective and healthy path is to be:

– Intentional.

– Invite dissent. That is, give permission for teams to disagree respectfully.

– Reward candour.

– Respond calmly to bad news.

– Replace eggshells with clear expectations and consistent responses.

– Separate mistakes from character.

– Most importantly, listen beyond words—watch energy, engagement, and body language.

People should be thinking boldly, not treading carefully.

Enjoy the rest of your week.

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