As evidenced here, chief executives relieve their stress through many different hobbies or projects. Flying airplanes is a common past time. The CEO of Cirque du Soleil, Guy Laliberte, took flight in an even more extreme fashion when he was Canada’s first private space tourist.
But flying is dangerous. Last month, Micron Technology CEO Steven Appleton was killed when piloting a single engine aircraft. Appleton’s accident caused The Wall Street Journal to ask whether boards of directors should be allowed to restrict CEOs from participating in certain activities (the focus of the article was on flying airplanes).
That question should be even broader: where is the line between a CEO’s corporate life and personal life?
A CEO’s livelihood is extremely important to a company’s success, so is it fair for the board to restrict a CEO’s activities? When a person becomes a big-time CEO does their personal life disappear?
Some people, including one CEO, see a responsibility to monitor hobbies:
One lawyer noted that if CEOs do participate in risky behavior, their boards should make sure to have a strong and well-planned succession plan in case of an emergency.
Not everyone thinks that it’s fair for a board to regulate executives’ personal lives and hobbies:
Where is the line? And should companies disclose their CEO’s hobbies?
Read: Executive No-Fly Zone?
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