Most CEOs hate critics. The best ones keep them close

Yet at several marquee firms — Goldman Sachs, JPMorgan, and Meta — the trend is reversing.
Dissenting board voices replaced. Internal feedback loops muted.

Why that’s dangerous:
• Critics surface blind spots
• Scrutiny stress-tests strategy
• Dissent sharpens conviction — or proves it wrong

Leadership is a dialogue, not a monologue.

At Eagle Talon, our research shows CEOs who invite hard questions early build more adaptive, resilient organizations.

When we underwrite a leader, we ask:
→ Do they welcome the uncomfortable question?
→ Can they lean into public disagreement?

The capacity to listen, adjust, and reaffirm conviction separates durable leaders from fragile ones.

Thoughtful dissent isn’t noise.
It’s risk control at the source.

🔗 Read the full article: CEOs Don’t Realize Their Haters Make Them Better Leaders