When we look at what makes the world’s top CEOs so successful, it’s easy to think that the same playbook can work everywhere. A new book by McKinsey Senior Partners, “A CEO for All Seasons: Mastering the Cycles of Leadership” (October 2025), digs into the habits and mindsets of over 200 top executives worldwide. The secret? Mastering different leadership “cycles” to guide their big, complex businesses through change.
But here’s the thing: small and medium-sized business (SME) leaders can face a totally different reality to businesses that operate with vast resources, complex structures, and established senior teams. Your challenges (and opportunities!) are unique - so copying the big players isn’t always enough. Adaptation is the name of the game.
Why big company lessons matter
Many fundamentals highlighted - such as the importance of learning and curiosity, the power of authentic relationships, and the need for emotional balance - are universally relevant. Whether leading a Fortune 500 firm or a twelve-person startup, the benefits of humility and willingness to receive feedback remain clear. The emphasis on understanding people’s motivations and building a strong organisational culture can resonate across all sectors.
For SME leaders, the notion of “mastering cycles” - from stepping into the job, growing the business, managing transitions, and eventually handing over the baton - is pertinent, if less formal. Each stage brings strategic pivots, demands self-awareness, and rewards leaders who stay open and adapt.
The SME difference: More hats, more impact
Small business leaders don’t have layers of managers between them and the action. Every decision hits home with your team, your customers, and yes, your bank account. That can be stressful - but it also means your leadership truly shapes the business.
How to take (and tweak) the best CEO ideas:
The SME difference: Constraints and opportunities
Unlike their multinational counterparts, SME leaders often wear many hats. There’s less luxury to delegate, and every decision directly impacts employees, customers, and cash flow. Access to resources may be limited, and the stakes - especially for owner-operators - can feel deeply personal. So what must they do differently?
Lean Into authenticity - But take action
SMEs thrive on trust. Leaders should foster transparency, admit mistakes, and ask for input. But with smaller teams, it’s crucial to move quickly from talk to action. Authenticity must not become an excuse for indecision.
When the owner of a UK bakery saw sales declining, she didn’t hide the numbers from the staff. Instead, she called a meeting, laid out the challenges, and asked for their ideas. The team decided to trial new recipes - and the bakery invited regular customers in for taste tests. In weeks, word-of-mouth brought in new business and morale soared. The lesson: share problems, ask for help, then act on good ideas quickly.
Culture is your advantage
Shaping organisational culture isn’t an abstract exercise; it happens in every daily interaction. SME leaders should focus on building positive rituals, openly celebrating small wins, and creating a sense of shared purpose. Unlike in large firms, you can see the immediate impact - and adjust rapidly if something isn’t working.
An ex-corporate VP joined an Australian services SME and found recurring blockers in delivery and finance. She set up two quick “control room” sessions each week where the team highlighted everyday achievements and fixed issues together. Within a month, invoicing speed improved and cash flow stabilised. Try setting up a weekly team huddle focused on what’s working well and how you’ll tackle the next challenge.
Encourage experimentation, not just excellence
While CEOs of major corporations are lauded for vision and strategic rigor, SME leaders should prioritise learning through safe, small experiments. Continuous learning doesn’t need a formal “development program” - it can happen through honest reflection and quick feedback cycles.
One option is asking each staff member to lead a mini-project every quarter - anything from a new process trial to a customer feedback initiative. These small experiments can help the business adapt and as well as increase autonomy, development and staff engagement.
Combat loneliness with community
The loneliness experienced by top CEOs also affects SME founders and leaders. In smaller settings, it can help to join peer group coaching (PGC), reach out for mentorship, and seek input from trusted advisers who understand the SME landscape. Building a supportive ecosystem can protect against tunnel vision and burnout.
Balance strategy with survival
While long-term vision is vital, SME leaders must be equipped to handle the day-to-day operational fires. Don’t neglect strategy - but recognise that sometimes, making payroll and managing immediate risks are the truest tests of leadership.
Final Thought:
The world’s most celebrated CEOs offer inspiration, but SME leaders must shape their own path - borrowing wisdom, but forging solutions that match their environment. Adaptability, connection, and courage are just as important for the local business owner as the global CEO. The key is to balance big-picture thinking with small-organisation agility - and always keep learning.
References: https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/what-sets-the-worlds-best-leaders-apart