Being the CEO.

It’s all part of a process. It’s harder than it looks, and when people look from the outside, they only see the good parts.

I remember that about two years ago, I had to hire an executive for the company, and it turned out to be an extremely interesting experience with the two candidates. There was something they both had in common, and I suspected that if there had been a third candidate, he probably would have shared the same peculiarity: they both seemed to be deeply obsessed with power.

Doing a good job didn’t seem to matter, as long as they were able to subjugate others.

Neither of them lasted more than a few days at the company. They didn’t know how to handle the weight of their decisions, and being an executive is, more than anything, exactly that. It means making decisions that will impact dozens of people, taking on the risk and the responsibility — something most people avoid.

They had impeccable résumés, but they lacked the maturity required for the role.

I’m briefly telling this story because this week I had to make a move that was considered impossible and extremely risky, one I don’t want to talk about right now. And if it goes wrong, the only person to blame will be me.

Sleeping with that responsibility can be difficult, and it already hurts.

It’s as if you were in control of fate, but you’re not. The only thing you have is faith that everything will work out in the end.

And that’s it.