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From the outside, a dual-CEO structure can sound collaborative, progressive, and even safer than relying on one person at the top.

But in reality?
For most organisations, two CEOs create more complexity, more politics, and less clarity — not better leadership.

In this episode, Brendan Rogers explores one of the most misunderstood leadership structures: the co-CEO model. Inspired by a recent leadership conversation, Brendan unpacks when (and why) this idea comes up, the theoretical benefits people often cite, and the very real risks it introduces — especially in mid-sized businesses, not-for-profits, and growing organisations.

Drawing on leadership research, real-world experience, and the High-Impact Leader Ecosystem, this episode challenges a simple question:

Why make leading the business harder than it needs to be?

If you’re a business owner, board member, or senior leader who has ever considered — or been approached about — a dual-CEO role, this episode will help you think more clearly before making a structural decision that’s hard to undo.

• Why dual-CEO structures often sound better in theory than they work in practice
• The most common reasons organisations consider co-CEOs — and what’s really underneath them
• How a dual-CEO model increases complexity internally and confusion externally
• The cultural risks most leaders underestimate: politics, factions, and blurred accountability
• Why clarity at the top is critical for team trust, performance, and execution
• When (very rarely) co-CEOs can work — and the conditions required
• Why leadership capability issues should be solved with coaching, development, or better appointments — not structural compromises
• How this decision impacts all three sides of the Impact Triangle: Leader, Team, and Business

• Leadership clarity is more valuable than shared authority.
• Most organisations don’t have the governance maturity required for co-CEOs.
• Dual leadership often amplifies politics instead of reducing pressure.
• Structure should support leadership capability — not compensate for its absence.
• If the issue is skills, behaviours, or experience, fix that directly.
• In almost all cases, one strong CEO outperforms two compromised ones.

If you want to stop overcomplicating leadership structures…
if you want to eliminate blind spots that quietly damage performance…
and if you want to build a business that scales through clarity, not confusion…

• Book a Call to learn about becoming a High-Impact Leader

OR

• Join the High-Impact Leader Club

Inside the Club, you'll learn how to build leadership capability, lift team performance, and turn your business into a predictable, people-powered machine — without working 60-hour weeks.