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> I imagine that this must translate to the board room where they were provided the freedom to pursue avenues that a newly promoted CEO would just not be allowed to do.

The author also mentions Disney, which is a company that was sliding into obscurity until Bob Iger took over. As a newly promoted CEO he executed his vision and put Disney right back on top. I can't imagine Disney's board was particularly forward thinking back then.

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You are right, it must be possible to execute on a vision while keeping shareholders, who don't share your vision happy.

But I still feel that it must be harder than having carte blanche with the organisation. Maybe I over estimate the different levels of freedom provided to different CEOs.

Or maybe the ability to generate this freedom/trust/faith is one of the skills that ultimately helps define a successful CEO.

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