True executives are contrasted with 'fake executives.' There are two types of fake executives. The first type refers to those who, despite holding high-level positions (e.g., VP), are far from meeting the capability and mindset requirements of those roles. The second type includes those who are capable but, due to poor relationship quality within the executive team, cannot play the role of a true executive. The entrepreneurial wave of the past 5-10 years has spawned many fake executives. When the core leadership team of a company is mostly composed of fake executives, it becomes difficult for the company to achieve the leap from a gang to an organization, and the company's growth potential and succession are certainly at risk. What is the difference between true and fake executives? In terms of capability, true executives are better at managing 'tension.' The following are six common and typical tensions: First, 'fake executives' often have a partial perspective (e.g., branch or functional perspective), while 'true executives' need a CEO perspective. More critically, true executives can manage the tension between the CEO perspective and partial perspectives, rather than being merely good at conversing with the CEO but unable to execute. Second, 'fake executives' often only manage people and teams, but 'true executives' must manage the organization and culture. More critically, true executives can manage the tension between organization/culture and individual/team. Executives who stifle individual and team vitality in the name of organization and culture are not true executives. Third, 'fake executives' either start from problems or are end-oriented, struggling to manage the tension between the two. True executives must be able to flexibly switch between being end-oriented and problem-oriented. Fourth, 'fake executives' either find it difficult to set their own direction or are unmanageable. True executives must manage the tension between autonomy and obedience. Fifth, 'fake executives' can manage projects, but true executives must also build systems. More critically, true executives can manage the tension between 'systems' and 'projects.' Seeing only the trees is easy, and seeing only the forest is easy, but the challenge is managing the tension between the trees and the forest. Sixth, 'fake executives' often struggle with peer tension, either being exclusive or dividing territory to avoid conflict. True executives must be independent yet interdependent, able to build 'partnership' relationships with others. The challenge of evolving from a 'fake executive' to a 'true executive' lies in learning to manage these tensions. Of course, we cannot demand that everyone become perfect; if you can manage some of these tensions, you can at least become a 'non-fake executive.' Why do fake executives find it difficult to manage these tensions? One reason is that their methodology for many things is still at a primary stage. Primary-stage methodologies are generally mechanical and rigid, making it difficult to interact positively and accommodate other people's methodologies. Consequently, at the behavioral level, they often exhibit black-and-white, either-or thinking. A primary-stage methodology is like a teenager. They seem to know everything, but they don't truly know because they haven't been tested by practice and others. These methodologies often only address the shallow relationship between oneself and oneself, and oneself and tasks, but do not resolve the relationship between oneself and others, and oneself and the world. How can this evolution be achieved faster and better? I don't have a magic formula; time, the tempering of work challenges, and a personal growth mindset are all important. For any individual, this evolution process is unique and even mysterious. However, on the issue of 'true and fake executives,' the role of the founder and CEO is clearly critical. The reality we see is that, on one hand, there are not enough true executives in the market for founders and CEOs to hire at will; on the other hand, there are many cases where founders and CEOs turn capable executives into fake executives. The good news is that for a growing company, if there are five or six 'true executives,' they can accomplish great things. What does this mean? It means opportunity. For individuals, the path from fake to true executive takes considerable time. Moreover, no one is perfect; everyone has some capability gaps. Is there a more efficient path? Perhaps the founder and CEO, along with a group of 'fake' or 'non-fake' executives, can first evolve into a 'true executive team'; in this process, each team member gradually evolves into a 'true executive.' I believe this is possible and necessary. This is the key to entrepreneurship and the leap from entrepreneur to business leader. What are the key elements to achieve this path? Besides personal capability development, the founder and CEO's ability to build quality relationships with others and to foster a 'generative' and 'co-creative' team atmosphere within the executive team is crucial. What is a quality relationship and a generative team atmosphere? I think it can be summarized in one sentence: It is a relationship without 'decisions'; decisions happen naturally, but you don't feel them being made. What is not a quality relationship? A KPI relationship is certainly not. Why five or six rather than one or two? If it's one or two, there is still a lot of chance (e.g., spouses, siblings, classmates). If it's five or six, the founder and CEO's ability in this regard is generally tested. Of course, we cannot place all the responsibility on the founder and CEO. The challenge is the same for all executive team members. Everyone needs to be able to build quality relationships with five or six people (including the founder and CEO) and contribute to fostering a 'generative' and 'co-creative' atmosphere. This is also an inevitable test in the evolution from 'fake executive' to 'true executive.' Source: Chief Organization Officer (ID: coostrategy) Tips will be paid 400-2000 yuan once adopted. China FMCG + Internet Professional New Media Dedicated to FMCG manufacturers' transformation and upgrading and channel digital solutions