One of the hardest challenges for a first-time CEO isn’t just running the business, it’s managing the Board. When trust between the CEO and Board fractures, it creates a leadership crisis that can destabilize the entire organization.

Here are three lessons from a recent case of a CEO caught in this exact bind:

1. Competing Visions Create Crossroads

In one exercise, the CEO mapped out his own vision for the company and then contrasted it with a version that was focused only on financial returns. The difference was stark. His Board, or at least key members of it, were pulling him toward the second path. He now stands at a crossroads: Does he stay true to his values and vision, or yield to pressure?

Leaders need clarity about their own vision before negotiating with others. Without it, they risk being pushed into roles that don’t reflect who they are.

2. A Crisis of Trust Cannot Be Ignored

When asked directly if he felt the Board trusted him, the CEO’s answer was simple: “No.” That single word revealed the core issue. Without trust between CEO and Board, there is no aligned direction. The company risks being pulled apart at the top.

If there’s no trust, there’s no foundation. Naming that reality, calling it a crisis, can be the first step toward resolution.

3. External Pressure Doesn’t Erase Internal Work

Even while facing this pressure, the CEO admitted the dynamic with one Board member felt like a recurring cycle, something that resurfaced again and again despite his best efforts to move past it. Recognizing this pattern was painful but necessary.

Leadership crises are not just external struggles; they surface old patterns and emotional triggers. Facing those openly is part of leading with maturity.