10 Mar Why CEOs Need to Be Comfortable With Being Uncomfortable

If you’re a CEO, discomfort isn’t an occasional visitor—it’s a permanent resident.

Every day presents new challenges: decisions with incomplete data, difficult conversations with your team or board, and risks that could either propel the company forward or set it back. Uncertainty is the only certainty.

Many people assume that great leadership is about always having the right answers. In reality, it’s about moving forward despite not having them. The best CEOs don’t avoid discomfort—they embrace it. And that makes all the difference.

Why Embracing Discomfort Is a CEO’s Superpower

1) Crisis Management Is the Job

No matter how well you plan, crises will come. Whether it’s a market downturn, a PR nightmare, or an operational breakdown, the ability to remain calm in chaos separates great CEOs from the rest.

The key isn’t avoiding crises—it’s learning how to navigate them with composure. Strong leaders don’t let stress dictate their decisions; they surround themselves with the right advisors, lean on data, and act decisively.

Who do you have on your side to help you maintain that calm?

2) Growth Requires Change (and Change Is Uncomfortable)

Every CEO wants to see their company grow, but growth often means letting go of what used to work and stepping into unfamiliar territory. What worked at $1M in revenue won’t necessarily work at $10M. What got you through the startup phase won’t sustain you as an enterprise.

Scaling means making tough strategic shifts, whether it’s restructuring teams, implementing new processes, or adopting different leadership habits. It’s uncomfortable, but it’s necessary.

I’ve helped a number of CEOs move past that fear, and the shift has been game-changing. Who is helping you see beyond what’s comfortable?

3) The Hardest Conversations Are the Most Necessary

One of the biggest discomforts in leadership? Difficult conversations.

Letting go of a longtime employee. Challenging the status quo in your organization. Standing firm on a tough decision when stakeholders push back. Avoiding these moments only delays the inevitable—and can create bigger problems down the road.

Great leaders don’t just tackle these conversations head-on; they build a strong support system that helps them navigate them. Your C-suite, board, and trusted advisors should be sounding boards, helping you make clear-headed decisions rather than emotional ones.

Who do you lean on when tough decisions arise?

4) Uncertainty Is Inevitable—Adaptability Is a Choice

You can’t predict every outcome. The market shifts. Competitors move. Your best-laid plans don’t always unfold as expected.

The best CEOs aren’t those who always make perfect decisions—they’re the ones who are willing to adapt. They take in the best available data, make the best decision possible, and course-correct as needed.

When you stop chasing certainty and instead develop confidence in your ability to adjust, discomfort becomes a little less daunting.

Final Thought: Leadership Begins Where Comfort Ends

The most successful CEOs aren’t the ones who seek comfort. They’re the ones who push through discomfort, knowing that’s where real leadership begins.

How do you handle discomfort in leadership? Do you have someone to help guide you through? As a fractional leader, I’m a solid resource because I know how to implement solutions that act fast but are long standing. Want to know more? You can contact me here via my website or email me directly at michael@consultstraza.com.