[SMFloris]

It is pretty interesting how this conversation goes.

CTO: I can't do that on my 2nd day.

CEO: I thought your interests align with the company. It is your job to align everyone under you to our direction.

CTO: Yes, of course. Right away.

[dvfjsdhgfv]

> CTO: Yes, of course. Right away.

If it's the best reply they can come up with, they're not competent enough for the position.

[SMFloris]

You can come up with a better reply of course. But can you really beat the "are we aligned in the same direction" from the CEO and the other executives? Especially on the 2nd day.

You can spin it however you want, come up with some great arguments, but if the CEO decided to fire people, I don't think he takes that decision lightly so when he/she presents that decision you can count that it really is the last option he has.

It all comes down to trust. Trust your CEO that he has no other choice, maybe explore alternatives. But if he is a really good CEO, even if you fight it and argue for it, you'll wind up at the same conclusion he did. In fact, 9/10 you'll wind up at the same conclusion he did. Remember, it's his job to convince and lead people so he's probably better than you at that.

[jacquesm]

No good CEO would offload that responsibility onto a rookie CTO.

[_vertigo]

What’s a better reply?

[bravura]

CTO: "This is an important and disruptive decision. I feel that we need X more time to gather information and make sure we don't kill the company doing it incorrectly. What do you suggest?"

It's the CEO's job to be able to weigh different kinds of risks and make a decision. So bubbling up your concerns is the correct answer.

[jacquesm]

Spot on. This is surgery and requires precision, not axe work, and definitely not something that you're going to solve by coming up with some clever algorithm.

Intra-team relationships are super important, as are the degrees to which the team members have arrived at the company, how long they have known each other, whether they knew each other prior to their arrival and so on. Before you know it you have a mass walk-out on your hands with those that have options leaving first.

The best way to deal with this is to do it very gradually and taking great care to not inadvertently wreck the core structure of the tech department.

[dvfjsdhgfv]

Basically any reply that buys you more time so that you can make an informed decision: this demonstrates you can act in the best interest of the company instead of blindly following CEO's orders in order to keep your post, with potentially disastrous consequences.