Stepping Into the CEO Seat: Lessons from the First-Time CEO Roundtable

Transitioning into a CEO role is one of the most significant shifts a leader can make. Moving from leading a function to leading an entire organisation brings new pressures, governance dynamics, and decision-making complexities. 

Tribe Executive recently hosted the roundtable with first-time CEOs to discuss the realities of stepping into the role. The roundtable included representation across differing levels of “first time” CE, spanning new to role through to 10 years in the job. Industries varied across private equity and venture capital portfolio businesses, financial services and wealth management, construction, retail, logistics, consumer goods, Saas, health, and services. The session was Chaired by experienced CEO, NED and Board Chair Murray Jordan.

Leaders shared candid insights on board relationships, decision-making pressure, and how to sustain performance in one of the most demanding leadership roles. While every CEO journey is different, several clear themes emerged from the discussion. 

1. The Shift from Functional Leadership to Enterprise Leadership 

For many leaders, the biggest adjustment is moving from functional expertise to enterprise-wide accountability. As a functional executive, decisions are often collaborative and operational. As CEO, many decisions sit squarely with you. Leaders spoke about the shift from contributing to decisions to carrying the responsibility for them. 

Internal appointments to CEO can add another layer of complexity. When a CEO steps up from within the organisation, they must redefine relationships with former peers while establishing authority and authenticity as the leader. This is tricky and those new to the role should seek advice from those that have navigated this space previously.  

2. The CEO–Chair Relationship Sets the Tone 

One of the strongest themes from the discussion was the importance of the CEO–Chair relationship. The board hires and can remove the CEO, making this partnership central to the success of the organisation. The discussion highlighted the importance of frequent communication with the chair to build trust and avoid surprises. 

Best practice seemed to be that this relationship should extend beyond formal board meetings. For private equity backed organisations, models such as the “Troika” approach - where the owner, chair, and CEO meet regularly - allow key strategic conversations to happen early and openly. It was agreed that a similar format could be implemented across other organisation types to good effect. 

3. The CEO Role Can Feel Like an Hourglass 

One CEO described the role as an “hourglass,” with pressure flowing from both directions. From above, there are expectations from the board and shareholders. From below, there are employees and executives looking for direction and confidence. 

Successful CEOs learn to manage both ends of the hourglass - strong information to back-up well-framed decisions, and consistent and clear communication seemed to be the central themes to navigating both up and down. For communicating with the chair and board, ensuring the informal catch-ups are regular seems to be key.   

4. Personal Resilience Is Essential 

Many participants highlighted the intensity of the CEO role compared with previous executive positions. The visibility, accountability, and pace of decision-making require leaders to build resilience and strong support systems. 

Some CEOs work with executive coaches, while others rely on trusted peer networks. Like elite athletes, high-performing leaders benefit from having a support team around them to sustain performance over time. This seemed to be a key differentiator for those that struggled with these aspects less.  

5. CEO Peer Networks Are Invaluable 

Several leaders emphasised the importance of connecting with other CEOs. 

Peer groups provide a confidential space to discuss challenges that cannot easily be shared within the organisation. Informal CEO forums and industry networks allow leaders to test ideas, compare experiences, and learn from others navigating similar pressures. 

For many, these peer relationships become one of the most valuable sources of insight and support. 

Transitioning into a CEO role requires a significant shift in mindset, from functional leadership to enterprise responsibility. 

What stood out most from the discussion was that successful CEOs invest heavily in relationships: with their chair, their board, their leadership team, and their peers. 

Tribe Executive brings visionary leaders and organisations together. Our Tribe Executive team combines over 100 years of executive search experience to unite teams, challenge tradition, and shape the future of New Zealand leadership. The team specialise in Executive Search, Board Appointments and Advisory.