People, Not Profits, Are the Legacy of Successful CEOs
Reaching the C-suite is a career-defining achievement. It’s a role that comes with influence, responsibility, and the opportunity to drive real impact. But success at the top isn’t just about ‘how’ you get there. It’s not even all about ‘what’ you do while you’re there. But ‘why’ are you there? What is your purpose? That will ultimately drive your decisions and, ultimately, it will form your legacy. If you want that legacy to leave you fulfilled, it might be helpful to know what current and past CEOs have valued most about their own tenure.
What do CEOs find truly fulfilling?
After two decades of working with C-suite leaders, I have found a consistent and specific pattern. First, if you ask CEOs what they find most rewarding, they’ll often mention business growth and impact. That makes sense. They are themselves measured by such metrics, whether in terms of shareholder, boards or employees. And many treat leadership like a competitive sport—they take pride in the numbers, the wins, and the strategic moves that shaped the company’s success. That’s what they say first.
CEOs who are proud of their legacy ultimately care about the people.
But when you ask CEOs what moves them the most, it’s rarely just the financials.
What really makes the role meaningful? The people. Many top executives say their proudest achievements aren’t just the deals they closed or the revenue they grew, but the teams they built, the leaders they developed, and the talent they helped bring through the door. The best CEOs don’t just leave a financial legacy; they leave a talent legacy—one that shapes the organisation long after they’re gone.
While they might talk in terms of numbers, the emotional impact of their financial success are people who helped them accomplish it. Or opportunities they were able to give someone, or how they have seen someone emerge as a highly capable leader. Yes, that may have manifested itself in terms of a financial win. But CEOs who are proud of their legacy and feel an emotional connection to are the most deeply by relationships, not reports.
Headed to the C-suite? Have a CEO legacy mindset.
Before stepping into an executive role, you should also be defining success not only through what you personally accomplish, but the talent you develop. By the time you are at the seniormost roles in the organisation, it’s a given that you are highly competent as an individual. But can you build teams and leaders and talent pipelines that is bigger than yourself? A financial win is a snapshot. It might last a quarter, it might last five years.
A people legacy is decades, even generations. It quickly becomes easy to see why one kind of win feeds the ego and the other satisfies us emotionally. According to a BCG article about CEO legacies, a successful legacy isn’t something you build towards the end of your tenure, but at the beginning. They found the most impact choice of their C-suite role could be traced to decisions made in the first two years.
Understand what moves you. Your personal ‘why’ will be tested in leadership. The higher you rise, the more competing demands you will face—from shareholders, employees, customers, and board members. If you don’t have clarity on what drives you, leadership can feel overwhelming rather than fulfilling. Knowing your purpose will help you stay grounded and make decisions that align with your values rather than simply reacting to external pressures. Strong leaders have a clear internal compass that guides them through complexity.
Offer influence, not just expertise. Strong leadership skills are obviously key to reaching the C-suite. And skilled executives must lead through influence, not just authority. This means learning how to build relationships across the organisation, earning trust at all levels, and developing the ability to bring people with you as you drive change. Influence is built over time through credibility, communication and the ability to connect. Leaders who master this are not only effective decision-makers but also trusted advisors and visionaries.
Prioritise talent as a competitive advantage. The most forward-thinking leaders recognise that talent is the ultimate differentiator. And it isn’t not just about hiring the right people; it’s about understanding them. As I wrote previously, this means meeting employees where they are. This means investing in development, fostering a culture of continuous learning, and ensuring that your best talent sees a future with the organisation.
Companies that prioritise talent retention and development will overperform. It’s key to remember that employees today are far more likely to stay (or leave) based on feeling heard and supported. Not only that, 67% of empowered employees report that they work harder when asked, as opposed to 4% of those who don’t. Empower them where they are—or they will go somewhere else.
Don’t plan to just leave the C-suite: prepare to leave a legacy.
Your leadership impact doesn’t end when you step away from the role. The best executives ensure they leave behind a strong succession plan. Their influence lasts because the people in the pipeline reflect the values and definitions of success the CEO who championed them. They won’t be measured just by what they accomplish, but by what happens after they leave. Investing in leadership development and mentoring future leaders ensures that the business remains strong is the legacy that lasts.
This article first appeared on The Robert Kovach Blog.
Dr. Robert Kovach has spent his entire career working as a trusted advisor to senior leaders wanting to improve the effectiveness of themselves, their teams and their companies. Prior to starting his own consulting firm, Robert led the global executive assessment and development team for Cisco. Earlier in his career Robert held leadership roles with RHR International, PepsiCo, Ashridge Executive Education, Hult International Business School and the Central European University, Budapest, Hungary.