Ex-Qantas Chief Alan Joyce Laments Lack Of CEO Spine

How to Lead with Spine: Lessons from Alan Joyce in 2026 Most leaders spend their entire careers trying to build a legacy, only to realize they spent it playing it safe. They follow the board, they listen to the shareholders, and they avoid the messy, uncomfortable decisions that actually move the needle. They become managers, not leaders. When former Qantas CEO Alan Joyce recently spoke about the current state of corporate leadership, he wasn't just offering a critique.

He was issuing a warning. He pointed to a noticeable lack of "spine" in modern CEOs—a tendency to fold under pressure rather than standing firm on a vision. It's a stinging observation. And honestly, it hits home for anyone who has ever watched a company lose its way because the person at the top was too afraid to be the villain.

What Is a Lack of CEO Spine When we talk about a lack of spine in a corporate context, we aren't talking about a lack of courage in the traditional, heroic sense. It's more subtle and much more damaging. It’s about the inability to hold a position when the wind changes. The Pressure Cooker of Modern Governance In the current landscape of 2026, CEOs are under more scrutiny than ever.

Between instant social media backlash and the relentless demand for quarterly earnings, the environment is incredibly volatile. A leader with a "spine" is someone who can look at a short-term dip in stock price and say, "We are sticking to the long-term plan regardless of the noise. " A leader without that spine is a weather vane. They turn whichever way the strongest gust is blowing.

If the public is angry, they apologize even when they aren't wrong. If the investors are panicking, they slash budgets that were essential for future growth. They prioritize immediate stability over long-term survival. Decision Paralysis and Consensus Traps Another side of this issue is the tendency to hide behind committees.

It's easy to say, "The board decided this," or "The data suggested this path. " It's much harder to say, "I decided this, and I'll take the heat for it. " When a CEO lacks spine, they often fall into the trap of seeking total consensus. They want everyone to be happy before they move forward.

But real leadership is often about making people unhappy in the pursuit of a necessary goal. If you try to please everyone, you end up leading no one. Why It Matters for the Future of Business You might think, "So what if a CEO is a bit indecisive? " Well, the consequences ripple through every level of an organization.

It isn't just a boardroom problem; it's a cultural poison. The Erosion of Employee Trust Employees are incredibly perceptive. They can feel when a leader is wavering. When a CEO changes direction every time a new trend emerges or a vocal minority complains, the workforce loses confidence.

Why should a team work hard toward a five-year goal if they think the goal will change by next Tuesday? This creates a culture of hesitation. People stop taking risks. They stop being innovative.

Why bother coming up with a bold new idea if the leadership is just going to fold the moment things get difficult. a lack of spine leads to a workforce that is merely "compliant" rather than "engaged. " Market Volatility and Brand Decay From an external perspective, a leader without spine makes a company unpredictable. Investors hate unpredictability.

If a company's strategy shifts every time the political or social climate shifts, the market will eventually discount that company's value. Look at how brands struggle when they try to handle cultural shifts. They often swing wildly from one extreme to another, trying to avoid being "canceled" or criticized. This lack of a steady hand makes the brand feel hollow.

It lacks a core identity. Without a spine, a brand is just a collection of reactions to current events. How to Build Executive Backbone If the problem is a lack of spine, the solution is intentionality. You don't wake up one day with a backbone; you build it through a series of difficult choices.

Defining a Non-Negotiable Core The first step is knowing what you are willing to fight for. This is your core. It’s the set of principles and long-term objectives that remain constant, regardless of the noise.

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1. Define your mission beyond just profit.
2. Identify the "sacred cows" that you will not sacrifice for short-term gains.
3. Communicate these values so clearly that they become the filter for every decision made in the company. Embracing Productive Conflict A leader with spine doesn't avoid conflict; they manage it. They understand that disagreement is a sign of a healthy organization. The goal isn't to eliminate friction, but to check that friction is used to generate heat, not to burn the house down. This means creating a culture where people can challenge the CEO without fear of retribution. But—and this is the crucial part—once the debate is over and a decision is made, the leader must stand by that decision. The "spine" is found in the period after* the argument has ended. Developing Emotional Resilience Leadership is a lonely business, especially when you're making the hard calls. To survive, you need a high level of emotional resilience. You have to be able to sit with the discomfort of being disliked. You have to be able to endure the silence of a boardroom when you've just delivered news that no one wants to hear. This isn't about being stubborn or ego-driven. It's about being steady. It's about having the emotional maturity to know the difference between being "difficult" and being "decisive." Common Mistakes That Kill Leadership Spine I've seen many talented executives fall into these traps. They start with good intentions, but they lose their way when the pressure ramps up. One of the biggest mistakes is confusing stubbornness with spine. A leader with a spine changes their mind when presented with new, valid data. They are flexible on the how, but firm on the why. A stubborn leader refuses to change their mind even when they are clearly wrong, simply because they don't want to lose face. That isn't leadership; it's ego. Another mistake is the "apology tour." We live in a time where a quick apology is often used as a shield to avoid accountability. While being accountable is vital, there is a growing trend of leaders apologizing for things that are actually part of a necessary business pivot. This makes the leader look weak and the company look directionless. Finally, there is the mistake of "over-consultation." While collaboration is great, using it as a way to avoid making a final call is a coward's tactic. If you ask everyone for their opinion and then do nothing because you're afraid of the fallout, you haven't led; you've just moderated a discussion. Practical Tips for Developing Decisiveness If you're looking to strengthen your own leadership presence, it's a practice. It's a muscle. * Start small. Make decisions that have low stakes but require a firm stance. Practice holding your ground when you know you're right, even if it's uncomfortable.

• Seek out "Devil's Advocates." Don't surround yourself with "yes" people. If everyone in the room agrees with you, you aren't leading; you're presiding over an echo chamber.
• Write down your reasoning. When you make a major decision, document why you made it and what you expect the outcome to be. This helps you stay objective when the inevitable criticism arrives.
• Focus on the "Why." When you have to make a hard call, always tie it back to the long-term mission. It's much easier to stand firm when you can point to a clear, meaningful purpose. FAQ What is the difference between a strong leader and a stubborn leader? A strong leader uses data and logic to guide their decisions and is willing to pivot if the facts change. A stubborn leader refuses to change their mind even when proven wrong, usually to protect their ego rather than the company's interests. How can a CEO show spine during a public crisis? By staying calm, sticking to the core values of the company, and taking accountability without being reactionary. A leader shows spine by addressing the issue directly rather than hiding or making impulsive, emotion-driven statements. Can a company survive a leader without a spine? In the short term, yes. Many companies thrive under "caretaker" CEOs who simply manage the status quo. Yet, in the long term, these companies often struggle to innovate or adapt to major industry shifts, eventually losing their competitive edge. Does having a "spine" mean being aggressive? Not at all. In fact, the most effective leaders are often quite calm and composed. Spine is about conviction and consistency, not volume or aggression. It's about the strength of your direction, not the loudness of your voice. The reality is that the world doesn't need more managers who can follow a playbook. It needs leaders who can write a new one when the old one stops working. As we move through 2026, the companies that win won't be the ones that