Too many CEOs try so hard to avoid the old-style command and control, "Donald Trump" style of management that they just aren't tough enough on poor performance.  Last week IBM's CEO publicly criticized her sales function, and I think she was right to do it. 

Any company that has weathered the recession of 2008-2009 well should congratulate itself for exemplary performance amidst truly trying times. And with the stock market at new heights and the broader economy on the upswing, the leaders of many high-flying companies could not be blamed for feeling that now is the time to double down on their strategy. Yet ironically this could sow the seeds of trouble.

Staying focused on the business plan is often as hard as crafting a great plan in the first place. 

For company founders and sitting CEOs, the decision to pass the CEO seat to another is a big, risky decision.  This article talks about how critical boards are-- especially for closely held companies.

All types of organizations watch high-potential employees walk out the door because their views aren’t heard. Even members of a top management team can flee to other organizations after too many instances in which the CEO discounted their ideas, unable to shake the command-and-control leadership style.

Go right ahead:  put your team under a lot of performance pressure so they drive their hardest to meet or exceed your expectations.  But the best people will stay put and do their best work only if they feel there is great meaning in the work they do.  It’s your job as CEO to insure they feel the meaning.