For any sufficiently large organisation, they will have parts of the business that are in "wartime" and parts that are in "peacetime".
The great CEO is able to manage their organisation to handle both. But odd are, you won't see this. Because they know to do that effectively, their "all hands" messaging has to be bland, tending towards peacetime messaging - or risk spooking the peacetime parts of the business. But then when talking to the wartime parts of the business, typically much smaller audiences, they are aggressive, and encourage the single minded focus of the leader of that part of the business.
Simon Wardley has many many good articles on this topic, often with the military angle - because war is the ultimate expression of conflict, and business are always in conflict with something.
The great CEO is able to manage their organisation to handle both. But odd are, you won't see this. Because they know to do that effectively, their "all hands" messaging has to be bland, tending towards peacetime messaging - or risk spooking the peacetime parts of the business. But then when talking to the wartime parts of the business, typically much smaller audiences, they are aggressive, and encourage the single minded focus of the leader of that part of the business.
Simon Wardley has many many good articles on this topic, often with the military angle - because war is the ultimate expression of conflict, and business are always in conflict with something.