Leading brilliant executives masterfully is a refined skill. Some people come by it quite naturally, but most need to learn how to find the right people and then how to give them the autonomy to make their own decisions.
Developing that skill, says Kem Krest CEO Amish Shah – the subject of one of our recent case studies – not only enabled his high performers to thrive, it transformed every department in his company and freed up his time to focus on what is strategically important.
In this clip (5. From Chief Problem Solver to Strategic CEO), Amish talks about the difference it made when he made the shift from Chief Problem Solver to Strategic CEO. When he learned to be quiet, he was amazed at what others brought to the table and the power that emerged from many minds coming together. Today, he runs a very different company.
Finding the Balance
CEOs generally operate somewhere between two extremes:
-
- They allow high-performing executives to run with whatever they think needs to be done.
The downside: if people are given too much autonomy and work on things not aligned to the strategy and the greater good of the business, chaos follows.
-
- They micro-manage every detail of the executives’ work.
The downside: A constrained system in which there’s no opportunity for executives to use their brains to solve their problems, or to grow and learn.
If a CEO regularly provides all or most of the answers to the executives, they’re not being strategic. They are doing other people’s jobs – not their own.
A More Effective Strategy
A more effective approach is to get the right people in the right seats and create an environment which gives the CEO more freedom, time and energy to focus on strategy. To do that, you need:
-
- Clear growth strategies, broken down into company goals and carved up into projects and accountabilities for different team members.
When the CEO and executive team are aligned and committed around the highest value projects the business needs, for the quarter and the year, then each executive is given the freedom to go and deliver as they see fit. Ideally, each team member develops their own goals.
-
- Regular updates and accountability at whatever frequency is appropriate for each project – daily or weekly or monthly – so that you know they are going to deliver on their goals by the end of the quarter with no surprises.
Ideally, people come with what they see as the biggest opportunities or problems to be solved and with their recommended approach. In between, people can ask for help if they need it.
At the quarterly meeting, each executive reports on their results, how they produced those results as well as their challenges and learning for next time. Then they make their next set of commitments for the coming quarter.
-
- A pattern of communication that requires people to think through their own problems and present you with possible solutions. Respond to their questions with other questions to help them develop their own strategic-thinking and decision-making skills. Over time, you’ll get a clear picture of everyone’s capabilities and if they can be trusted with more complex issues.
The Challenge
-
- What can you do to be even more of a Strategic CEO?
- How can you stretch your team to be more accountable and solve their own problems?
Other Blogs
- How to Teach People to Think for Themselves
- Are you a Boss or a Parent?
- How to Hire & Keep the Best Talent
Older Podcasts
Lawrence & Co’s work focuses on sustainable and enhanced growth for you and your business. Our diverse and experienced group of advisors can help your leaders and executive teams stay competitive through the use of various learning tools including workshops, webinars, executive retreats, or one-to-one coaching.
We help high-achieving leaders to have it all – a great business and a rewarding life. Contact us for simple and impactful advice. No BS. No fluff.