[In the] James Hardie example, yes by firing Jack Truong caused a billion-dollar market cap drop overnight. But tolerating a CEO who intimidates their own leadership team would have cost far more in lost innovation, talent flight, and reputational harm over the long haul.

Ultimately, a CEO (will and should) sets the company’s moral and operational compass. If they abuse that position, the board has both the right and the responsibility to replace them—for the health of the organisation today and its success tomorrow.

From my vantage point as a professional woman in her mid-age , here’s how I’d navigate that tension:

·       Clarify your non-negotiables (integrity, respect, safety) so you can spot when leadership crosses the line.

·       Gather documented evidence—independent surveys, complaints, behaviour patterns—separating fact from rumour.

·       Assess how the CEO’s style affects you: second-guessing, withdrawal, (your) loss of sleep are red flags.

·       Use formal channels (skip-levels, HR, anonymous feedback) and frame issues around team impact.

·       Enlist peers to highlight systemic problems and mentor juniors on identifying toxic behaviour.

·       Evaluate outcomes: if leadership changes, you’ve driven positive shift; if not, decide if the organisation still aligns with your values.

·       Bolster your resilience through networking, mentoring, and self-care practices.

·       Keep the long game in mind—sustainable success requires both ethical leadership and strong performance.

Ultimately, ‘high-flying’ results shouldn’t come at the cost of dignity and trust. We all deserve a workplace where both performance and people thrive.

If you can align your actions with that vision, and you’ll know when it’s time to step up—and when it’s time to walk away.

Sometimes the ability to able to walk away is one of the most powerful.