When I ask newly appointed CEOs, especially those promoted internally, whether they aspired to the corner office, they often respond in the negative. Many claim they serendipitously found themselves in the role, without strategic planning or a specific desire to hold the position. Whether they genuinely mean it or are offering platitudes to avoid appearing too earnest or eager, it was refreshing to hear a different perspective when Nike’s new CEO, Elliott Hill, openly admitted he’d long wanted the job.
“Absolutely,” he replied without a moment’s hesitation.
Conventional wisdom—and many executive consultants—advise against an overly narrow focus on becoming a CEO. “Someone who is so hell-bent on being a CEO at all costs can sometimes ignore what other people have to give, their own weaknesses, and their blind spots,” Heidrick & Struggles’ CEO Tom Monahan told me last year. It’s a valid point.
However, there’s a strong case for treating a CEO appointment as a professional north star and making those ambitions clear—even if only to yourself. Intentionally striving for the role can inspire individuals to cultivate the leadership skills, networks, and experiences essential for success at the highest levels. It also encourages aspiring leaders to prioritize career planning, engage in continuous learning, and take on roles that build credibility and influence earlier in their careers.
What distinguishes Hill’s journey is that his ambition to lead wasn’t motivated solely by a title. Rather, it was fueled by his confidence in his leadership abilities, his passion for sports, and what he characterizes as an “irrational love” for the Nike brand. Reflecting on the opportunity just over two months into his tenure as CEO, Hill described it with a sense of inevitability, calling it his “destiny.”
Of course, not everyone aspires to the role of CEO. For some, allowing their career to progress organically fosters personal growth without the pressure of pursuing a specific title. This approach can lead to leadership opportunities that better align with an individual’s strengths, interests, and values.
Ultimately, the decision to pursue a CEO position should hinge on whether the responsibilities, challenges, and impact match one’s personal and professional aspirations, rather than being driven by the pursuit of prestige. A balanced approach might involve setting goals to grow as a leader while remaining open to unexpected opportunities that could lead to the top.
Watch the full interview with Nike’s CEO here.
Ruth Umoh
ruth.umoh@fortune.com
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Leadership lesson
“His leadership isn’t about looking back; it’s about moving forward with experience, clarity, and an unshakable commitment to what’s next.” —Nike cofounder Phil Knight on Hill’s ascent to the corner office
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