Classically trained CEO's don't use the language of makers. They use language that describes cashflow, savings, and debt. They are accountants at heart (who a

Classically trained CEO's don't use the language of makers. They use language that describes cashflow, savings, and debt. They are accountants at heart (who are beholden to shareholders -- not their employees). Just look at the language used to describe a successful CEO 'sprinter' by Harvard Business Review (https://hbr.org/2018/01/the-fastest-path-to-the-ceo-job-according-to-a-10-year-study https://hbr.org/2018/01/the-fastest-path-to-the-ceo-job-acco...) : "In his late twenties, “James” was hired in a strategy and business development role inside a multibillion-dollar marketing and communications business. Early in his career, he was offered the chance to build out one of the new businesses. It felt like a demotion, or at best a lateral move, to be handed a blank org chart and a highly uncertain future. “It was zero revenue when I stepped in, and we built that business to $250 million,” he says. By building a new business from scratch, he picked up essential management skills, such as running a P&L, managing a budget, and setting a strategic vision — all critical prerequisites to becoming a CEO (over 90% of the CEOs we studied had general management experience). Thirteen years later, he found himself the CEO of a $1.5 billion education and training business."