By Paul Vanderbroeck, author of “Lead Like Julius Caesar”
Caesar’s ascent to power was remarkable, but his fall was equally dramatic, and unexpectedly, it was his very excellence that played a role in his downfall. In the end, being too good for his final role may have blinded him to the shifting demands of leadership at the top.
Rising to the Top
Julius Caesar rose steadily through the ranks of the Roman Republic’s political and military career system during the first century BC. Far from being perfect, he consistently demonstrated a dynamic mix of strengths, development needs, and competencies that were “just about right” in relation to the demands of each role he held.
When the Republic plunged into crisis following a brutal civil war, Caesar was granted extraordinary powers to restore order – and he delivered. Drawing on his exceptional Ability to Execute and strong Change Orientation, he rapidly reformed the government, revitalised the economy and reshaped Roman society. In doing so, Caesar not only stabilised a fractured state but laid the foundation for the Roman Empire, which would endure for another 500 years.
Diagram: The Global Executive Leadership Mirror – which measures specific leadership behaviours and provides feedback across four main levels: Self, Teams, Organisation and Networks.
But Then…
However, Caesar’s Emotional Intelligence left something to be desired. Like many modern executives, he encountered a familiar leadership challenge: proposing and implementing change is one thing; achieving genuine buy-in is quite another. His inability to perceive, understand and manage the emotions and concerns of others undermined him in two critical ways.
First, he failed to grasp how his swift top-down introduction of changes and reforms left key members of the Roman Senate feeling disempowered. These senators had come of age in a system that promised them influence and opportunity as members of the governing elite. Suddenly, decision-making was concentrated in the hands of one man. Caesar remained largely unaware of their growing discontent, partly because few dared to speak truth to power.
Second, Caesar was unaware of how his behaviour triggered negative feelings among these stakeholders. Driven by a deep need for recognition, he took great pleasure in being celebrated for his achievements. He eagerly accepted the extraordinary honours bestowed upon him by the Senate; gestures that only deepened suspicion. Many interpreted this as a confirmation of their fears: that Caesar intended to dismantle the Republic and establish a monarchy.
When Strength Becomes a Weakness
Caesar did notice that the reaction to his changes was lukewarm and far from a genuine buy-in. However, he failed to grasp the root cause of this resistance, let alone recognise how his behaviour might contribute to it. Instead of investigating further, he doubled down, relying on his well-honed strengths of Tenacity and Ability to Execute to drive rapid progress.
This strategy, emphasising strengths to offset weaknesses, had served him well in the past. But now, at the pinnacle of power, it backfired. Because at this level, success depends less on getting things done and more on aligning and mobilising an entire organisation.
Caesar’s overuse of his leadership strengths caused his underdeveloped Emotional Intelligence to become a critical liability. As a result, he steamrolled an influential segment of stakeholders and followers who, feeling marginalised and unheard, came to view the dictator’s removal as the only course of action. On the Ides of March, 44 BC, their discontent culminated in an abrupt and violent end to Caesar’s career.
So, What Can Today’s Leaders Learn From This?
While leveraging strengths often yields faster and more effective results than developing weaknesses, it’s crucial to maintain a balance. An overused strength, when applied without regard for its unintended consequences, can be as damaging as a lack of awareness of an unaddressed weakness. At senior leadership levels, success often depends not just on what you do well, but how appropriately you use those capabilities in context. Sometimes, the wisest move is to dial down a dominant strength, making space for other essential behaviours to come forward.
Maybe the real question is: How do you know when your strengths are helping – and when they are getting in the way?
Ask yourself:
What are you doing to truly understand how your stakeholders experience your leadership?
Are you open to seeking and receiving feedback, and if not, what’s stopping you?
How often do you create space for open dialogue, such as through town halls or employee surveys?
Have you considered regular 360° feedback – such as the GELM® – supported by a coach to help you identify both your strengths and potential blind spots?
Leadership isn’t just about doing more of what you’re good at. It’s about using your strengths with intention, staying attuned to your environment, and evolving as the context demands.
Final Thought
What might your version of the Ides of March look like? And what would it take to anticipate it before it arrives?
Buy your copy of “Lead Like Julius Caesar” on the Springer website.