Leading in Brazil requires strategic coolness
In an unstable country, to be CEO is to act with cunning and firmness.
In the classic The Godfather, leadership stems from the need to protect what matters in an environment surrounded by betrayals, threats, and difficult decisions. Swap the mob for the CNPJ of a company in Brazil and the scenario continues to require courage, strategy, and coolness.
A corporate environment that requires shielding
Being CEO in Brazil means operating in unstable terrain. Trust in institutions is low. The law doesn't always protect. The culture of taking advantage is still admired. Investigations are disbanded, authorities fluctuate between action and omission, and organized crime has understood how to operate under a legitimate guise. In this reality, the CEO must go beyond conventional management. You need to protect your reputation, keep your team together, and neutralize external and internal threats.
Enemies are not always on the outside
In fiction, Don Corleone kept his enemies close at hand. In the real world, they could be resentful former employees, ambitious executives, opportunistic partners, unstable shareholders, or even malicious authorities. There may also be greater risks, such as criminal organizations trying to infiltrate via distribution, sponsorship, or acquisitions. The leader must have peripheral vision. Know who is on the side and who is acting out of interest. Confusing this can be costly.
When the supercompetent becomes the risk
The most dangerous profile is not the incompetent one. It is the employee who delivers results, but plays against the company's ethical culture. In fragile contexts, it gains bonuses, prestige, and power. Meanwhile, the loyal but discreet employee is underrated. This imbalance destroys internal trust. The company becomes a field of dispute, not of construction. It is essential to value those who are honest, even if they need technical development. Ethics must be a criterion of permanence. Always.
Advisor and “cleaner”: the invisible pillars
Every organization needs someone who thinks coldly, without emotional involvement. That's the counselor. It can be a trusted lawyer, a strategic consultant, or a neutral figure who anticipates risks and helps to see what the leadership, because it is immersed, does not see. In addition, there are critical situations that need to be resolved discreetly. The “cleaner” acts at these moments. It could be a family conflict, a reputational threat, a legal crisis, or even a silent sabotage movement.
These two profiles are rare but indispensable.
Real power lies in the ethics that are sustained
In the end, leading with firmness, intelligence, and loyalty is what guarantees longevity. Inspiring fearless respect, keeping the team cohesive, and protecting company culture are the true signs of power. The powerful boss that survives in Brazil is not the one who shouts the loudest, but the one who observes the best, trusts the right people and acts with strategy.
Solutions for Organizations Under Threat
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