Ever wondered what makes a truly great CEO? Or, on the flip side, what holds the worst ones back? Thanks to a treasure trove of Hogan 360 data—spanning over 29,000 managers and 1,000 CEOs—Peter Berry Consultancy has some fascinating answers.
The Surprising Strengths (and Weaknesses) of CEOs
Let’s start with the numbers. When you look at the top 10% of CEOs, their most common strengths are:
- Strong leadership skills
- Visionary and strategic thinking
- Motivating and inspiring others
- Building effective relationships
- A positive, enthusiastic attitude
But here’s the kicker: these strengths are almost the opposite of what you find in the bottom 10%. For example, “motivates and inspires others” is ranked 3rd for the best, but a dismal 25th for the worst. The best CEOs are all about vision, inspiration, and relationships—while the worst are stuck in the weeds, lacking both strategy and people skills.
CEOs vs. Managers: The 90th Percentile Showdown
So how do top CEOs compare to top managers? The research is clear: while managers excel at working hard, technical know-how, and getting things done, CEOs shine when it comes to vision, strategy, and inspiring others. The best managers are the engine room of the business, but the best CEOs are steering the ship toward a bigger, bolder future.
In a nutshell:
- Top managers = operational excellence
- Top CEOs = strategic, people-focused leadership
The Core5 Leadership Model: The DNA of Great Leadership
PBC’s research led to the Core5 Leadership Model—a practical framework for what makes leaders truly effective:
- Credibility: Reliability, integrity, professionalism, and accountability.
- Emotional Intelligence: Resilience, empathy, people skills, and conflict management.
- Achievement Focus: Drive for results, goal-setting, and using feedback to improve.
- Strategic: Visionary thinking, innovation, and long-term planning.
- Inspiring: Motivating others, building teams, and creating a positive environment.
What’s cool is how these competencies map onto the real world. For example, “inspiring” bridges both “getting along” and “getting ahead”—it’s about motivating people while also driving results.
A Real-World Case Study: Selecting a University Dean
Let’s bring this to life with a case study. PBC was asked to help select a Dean for one of Australia’s largest universities. The job description read like a checklist for the Core5 Model: strategic leadership, driving innovation, building high-performance teams, and inspiring a shared vision. The successful candidate didn’t just tick the boxes—they embodied them, leading transformation and fostering collaboration at every turn.
Thought Leadership: What the Experts Say
- Dr. Robert Hogan reminds us: “Personality drives leadership, leadership drives organisational performance, and who is in charge matters greatly.”
- Jim Collins (of “Good to Great” fame) says the best leaders are ambitious for the cause, not themselves.
- John Kotter (Harvard) points out that leadership is about vision, empowerment, and producing useful change—not just management.
So, What’s the Takeaway?
The best CEOs aren’t just born—they’re built. They’re visionary, inspiring, and emotionally intelligent. They know how to get results through others, not just through personal effort. And with the right development, feedback, and support, any organisation can grow leaders who will shape a successful, sustainable future.
Curious to learn more or see how your own leadership stacks up?
Read the full paper here
Or reach out for a conversation about building your own leadership pipeline!
