Navigating CEO Whiplash, A Better Way to Respond

Last month, we explored the organizational challenges that arise when CEOs waver on their

decisions, making what seem like strategic pivots on a whim. These sudden shifts can create a dizzying environment, leaving people throughout the organization feeling overwhelmed and uncertain.

The most common response to this kind of leadership behavior? Frustration and venting. While it’s easy to point the finger at the CEO—and they are certainly a major part of the issue—we need to ask: Are the rest of us complicit in how we respond? In this article, we’ll explore how that might be the case and offer some more effective alternatives.

Why We Get Stuck In Frustration

What most of us want from our leaders is a clear and consistent course—something we can rally behind and build upon. So when leaders fail to provide that, it’s understandable that people feel frustrated or even powerless.

But here’s the real problem: we often sit in that frustration for too long.

The common reaction is to vent to peers. It might feel good in the moment, but it rarely changes anything. In fact, it often reinforces a cycle of helplessness. We become consumed by what we can’t control—what the CEO says or does—rather than focusing on what we can control: how we respond.

The more we fixate on external decisions, the more frustrated we become. And so the cycle continues.

It’s time to break that cycle.

1._Get Curious

One of the most common knee-jerk reactions to a CEO's pivot is to immediately jump into action. But what if the CEO was simply thinking out loud or exploring a new idea?

Instead of springing into execution mode at the first mention of change, pause and get curious. Ask questions. Seek to understand the “why” behind the pivot. It might not even be a pivot at all—just a moment of brainstorming.

If it does turn out to be a legitimate shift, your curiosity can help you get the clarity you need—and help the CEO process their thinking more thoroughly in the process.

2._Say "Maybe" Instead of "Yes"

We often feel pressured to say “yes” right away. But sometimes, “maybe” or “it depends” is the better answer.

CEOs often rely on input from others to assess the feasibility of a new direction. By saying “maybe,” you create space to do the due diligence necessary. You bring more data, perspective, and insight into the conversation—helping ensure that any strategic shift is grounded in reality, not just instinct.

3._Frame the Trade-Offs

Even when a strategic pivot makes sense, it’s important to recognize that every change comes with trade-offs.

If these trade-offs aren’t clearly articulated, the organization risks doing more things less

effectively. Leaders need visibility into what might be lost or compromised with a new direction. Helping your CEO understand these implications is key to making more informed, deliberate decisions.

Take an Active Role

Will these strategies guarantee that the CEO will change course? Not necessarily.

But by adopting a more active role—by asking questions, offering perspective, and framing consequences—you move from being a passive recipient of decisions to a shaper of the conversation. You also signal to your CEO that you're not just a follower of orders, but a true thought partner willing to engage, challenge, and support the business in making the right decisions.