CEOs must carefully choose their words, as their communication shapes company culture, workforce cohesion, public perception, and even stock performance.
In recent years, however, more executives have embraced a less filtered approach, using expletives in interviews, town halls, earnings calls, and social media as workplace profanity becomes less stigmatized. While some argue that a well-placed curse word adds authenticity and emphasis, leadership experts warn it can be counterproductive and signal deeper leadership issues.
Historically, corporate leadership has emphasized professionalism and measured communication, with a strong emphasis on workplace decorum. But that norm is changing as executives attempt to relate to a younger workforce, project authenticity, and react to growing social and economic pressures. CEOs today feel less constrained by corporate formalities. Meta CEO Mark Zuckerberg dropped the f-word during an on-stage interview last summer, while Tesla CEO Elon Musk did the same during a podcast interview with Joe Rogan and again during the 2023 DealBook Summit.
More recently, JPMorgan Chase CEO Jamie Dimon made headlines for his blunt language. During a now-viral town hall, he criticized “f---ing Zoom” while addressing the bank’s return-to-office mandate and dismissed some of the bank’s DEI initiatives as “stupid s---.”
Whether profanity is ever appropriate in leadership is up for debate. Some say it depends on the context, company culture, and how the language is used. In some environments, occasional swearing may be seen as a sign of passion, sincerity, or urgency—helping to rally teams, emphasize a point, or express frustration.
Some also argue that, when used strategically, it can be a powerful communication tool, cutting through corporate jargon and emphasizing critical points in a way that resonates. However, excessive or aggressive cursing can create a toxic work environment, make employees uncomfortable, and come across as unprofessional and disrespectful. When directed at individuals rather than situations, it can cross the line into bullying or harassment, damaging morale and trust.
Jeffrey Sonnefeld, senior associate dean for leadership students at Yale University and founder of the Chief Executive Leadership Institute, points to former President Barack Obama and Berkshire Hathaway CEO Warren Buffett. The two, he says, are leaders who command attention without resorting to inflammatory language or outbursts. Both are skilled communicators who use precise language to convey their messages and reinforce their arguments, even under pressure.
Liz Bentley, an executive coach at Liz Bentley Associates, argues that profanity can damage leadership credibility and undermine professionalism. Instead, she encourages leaders to use language that inspires rather than feels derogatory, motivating others through integrity and values. Strong adjectives, clarity, and vocal urgency are equally—if not more—effective tools for emphasis and engagement, says Bentley. “People may even listen more because curse words are just fillers.”
Beyond interpersonal risks, profanity can be a liability for leaders, sometimes signaling underlying issues or even foreshadowing a company’s downfall. Research suggests that CEOs swear more frequently during periods of financial instability and pressure, reflecting heightened stress and uncertainty.
A striking example is former Enron CEO Jeff Skilling, whose use of profanity during a 2001 earnings call marked the beginning of the company’s unraveling. When an analyst pressed for details on an unreleased balance sheet, Skilling lashed out, calling him an “a-----e.” The outburst raised red flags about Enron’s financial health and contributed to the loss of investor confidence, accelerating the company’s eventual collapse.
Moreover, unexpectedly bold language often becomes a media focal point, overshadowing the company's myriad other efforts.
CEOs and aspiring leaders, Sonnefeld argues, should recognize that profanity weakens rather than enhances their executive presence rather than strengthens it. “All it is indicating is frustration, lack of preparation, anxiety, and an attack instead of answering the question,” he says.
Bill Koch, an executive leadership coach at Koch Leadership, echoes a similar sentiment and insists that CEOs must hold themselves to a higher standard. As the company head, he says, they are responsible not only for their conduct but also for setting the tone for future leaders.
The true mark of leadership, he says, is the ability to remain calm, cool, and collected under pressure. "That’s the art form. That’s next-level play.”
