Entrepreneurial CEOs share some common traits. Among them are a bias for action and an ability and willingness to tackle problems quickly and effectively. So far, so good. However, there comes a time when this inclination can work against the growth and development of the enterprise.
As the business grows, the organization takes on senior level executives, managers, and supervisors. Responsibilities and decision-making authority are delegated through the company depending on the organizational structure and design. As a natural consequence, the role of the CEO (and what the business needs from its CEO) changes. As one senior leader once told me “You can’t conduct the orchestra and play first violin at the same time.”
It’s a fact of organizational life that challenges, opportunities, and problems are going to arise. The difference between enduringly successful organizations and those that plateau can be found in the way in which these are addressed. While it may be quite natural and instinctive for entrepreneurial CEOs to dive in and solve every problem that arises, doing so habitually can derail organizational growth. Here’s why.
Consider a competent senior manager who confronts a problem. The CEO learns of this issue and steps in with the answer/solution. Problem solved and time to move on. But what just happened here?
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