What Employees Actually Want from Their CEOs

By investor and founder of HarbarSix, Rebecca Sutherland

The relationship between employees and the world of work has shifted, and astute CEOs shouldn’t be surprised when this shift is reflected within their own companies. What people in businesses want from their leaders now has outgrown the traditional company perks. They instead want investment in their abilities and true connection. Whether you’re a small business or a multi-national organisation, the lessons are the same, and I have broken them down, so you don’t have to suffer the consequences of ineffective leadership and a disconnected workforce.

Straight answers, not spin

Employees crave a leader who is candid. When the business hits a rough patch, they want to hear it straight. When goals are ambitious, they want to know why they’re achievable. When the company is doing well, they want to understand how their work contributed.

A CEO who explains tough decisions plainly, even if the message isn’t rosy, earns respect. In contrast, one who dances around the truth loses trust. For employees, clarity from the top means they can focus on their jobs without wasting energy decoding hidden messages.

A visible presence

No employee expects the CEO to walk the halls every day, but they do want to feel the leader’s presence beyond an email signature. A quick visit to a team meeting, eating lunch in the cafeteria, or joining a virtual check-in shows that the CEO sees the workforce as more than numbers on a spreadsheet.

Presence isn’t about theatrics; it’s about accessibility. When employees see their CEO taking time to connect with them, they feel valued. And when tough times come, those bonds matter. A leader who’s visible during the good times has more credibility in the hard times.

Recognition that feels authentic

A simple “thank you” email is nice, but it rarely goes far enough. Employees want recognition that feels genuine, not just a box-ticking exercise. That doesn’t have to mean big bonuses or flashy awards, though fair pay will always matter. What makes the real difference is meaningful acknowledgment from leadership, especially a CEO who truly understands and values the work being done.

For example, recognising the operations team that kept things running during a major system change or the sales staff who dealt with a difficult quarter is more meaningful than a generic “great job, everyone.” Employees want their CEO to notice the sweat that isn’t always visible.

A future they can picture themselves in

Vision matters, but only if it connects to employees’ everyday reality. Lofty statements about “reshaping the industry” fall flat if workers can’t see how their role fits into that future.

Employees want their CEO to paint a picture that feels tangible. Where is the company heading in three years? What does success look like for the customer, for the business, and for the team? How does each employee’s effort ladder up to that? When the answers are clear, people feel part of something bigger.

Confidence to make hard calls

Not every decision will make employees happy. Redundancies, restructures, or cancelled projects happen. What matters most is how those choices are made. Were people treated fairly? Were the explanations honest? Did the CEO take responsibility instead of shifting blame?

Employees respect leaders who show courage in the hard moments. They may disagree with a decision, but if it’s made transparently and with fairness, they’ll trust the intent. Nothing undermines morale faster than favouritism or evasiveness.

Values that lead to change

Above all, employees want their CEO to act like a person, not a corporate figurehead. They notice when a leader remembers a name, asks about a family milestone, or admits they don’t have all the answers. Humanity doesn’t weaken authority; it strengthens it. It reminds people that they’re following someone relatable, not a title.

Having a values-led company is my  modus operandi. I encourage my mentees to adopt this approach when building their businesses.

In an era of constant change and workplace stress, that sense of humanity can be the difference between a workforce that shows up just to get a payslip and one that leans in with genuine commitment.

A final note

What employees actually want from their CEOs isn’t complicated. They want diplomacy, not a dictatorship. I understand that your business is your baby, but over-protectionism can quickly lead to failure rather than progression. Employees aren’t robots, nobody can be perfect all the time, and by allowing yourself to make mistakes as well as your team, you are showing that anyone can bounce back from adversity and thrive in any scenario thrown at them.

The CEOs who understand this aren’t just liked by their employees; they lead organisations where people bring their best work every day. In  the long run, that’s a far greater competitive advantage than any grand speech or glossy perk could ever deliver.