For some reason, that rubs me the wrong way. I had a manager who acted the same way, told us all his flaws and then expected us to cater towards him, without him making much effort. If anything went wrong, and we somehow didn't cater to his flaws, he would blame us for it.
He also came into one of our retrospectives, and said "I'm feeling really emotional today, so I might act a bit strange". Everyone asked him to leave so the rest of the team could have our retrospective, but he insisted on stay and just asked everyone to be aware of it. Of course nothing productive came out of that meeting, in fact, I'm pretty sure that's why a few engineers resigned.
I was pretty impressed with the tone of that section. It was very clearly giving people permission to pick him up on it when one of those traits came up, which is the opposite of your example.
The interesting question to me is whether the CEO needs to be a special case. We all have flaws, how should this be handled? Surely the important thing is that the company culture is such that people feel ok with (politely) pointing out these behaviours? Or is the CEO always going to be a special case where they're constantly in contact withe people many layers below them and that isn't a realistic expectation?
He also came into one of our retrospectives, and said "I'm feeling really emotional today, so I might act a bit strange". Everyone asked him to leave so the rest of the team could have our retrospective, but he insisted on stay and just asked everyone to be aware of it. Of course nothing productive came out of that meeting, in fact, I'm pretty sure that's why a few engineers resigned.