Facebook cofounder says being a CEO was ‘exhausting’—like 82% of bosses, he never intended to manage people.
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Sunday, November 23, 2025
Facebook cofounder says being a CEO was ‘exhausting’—like 82% of bosses, he never intended to manage people

Hey there. Orianna here from Fortune.

Some were born to lead. But many are just “accidental managers.” Take, Dustin Moskovitz. The millennial cofounded Facebook with his Harvard roommate, Mark Zuckerberg, and went on to become the company’s first CTO before leaving to start Asana, a project management platform, in 2008.

Again, Moskovitz led the startup (this time as CEO), taking the company public in September 2020 and growing it into the $3.4 billion giant it is today, before stepping down earlier this year. But now, looking back, he admits the top job was never really for him.

“I just found it quite exhausting,” Moskovitz recently admitted in Stratechery, while adding that he’s really an introvert.

“I don’t like to manage teams,” he admitted, while adding that it was never his intention to do so. “I’d intended to be more of an independent or Head of Engineering. Then one thing led to another, and I was CEO for 13 years.”

The result? Having to “put on this face day after day.”

Moskovitz isn’t the first boss to admit that he never intended to manage people. Research shows that as many as 82% of bosses are “accidental”—they had zero training and were simply thrust into the role because they were good at the functional or technical aspects of the job. So it made sense to promote them to show others how it’s done, regardless of whether they actually want to lead. A quarter of these “accidental” bosses wind up in senior leadership roles.

But here’s the kicker: Just as much as accidental managers dread leading, their teams dread being led by them. The research shows that employees under untrained, reluctant leaders are more likely to disengage or leave. When managers aren’t confident in their ability to lead, every decision, interaction, and project becomes more miserable for both sides.

In the end, the double-edged sword of accidental leadership hits everyone. Businesses lose talent, teams lose morale, and managers burn out quietly in roles they never wanted.

—Orianna Rosa Royle
Success Associate Editor, Fortune

Are you an “accidental manager” at a large firm? Get in touch: orianna.royle@fortune.com. You can also find me on Linkedin: @oriannarosa.

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