Think back to the early days of launching your business. In all likeliness, you were the Chief Everything Officer. From managing to implementing, to you business success meant you had to keep your hands on the reins in every facet of your company. And maybe you still do.
But as your business has grown, you have brought on capable talent, which in itself can be incredibly challenging. And there are likely a number of your employees, including those well-poised for leadership roles, who you value highly or at least are very good at their job. So, with the influx of capable people, why are you still doing it all yourself?
You Are Your Own Roadblock
It’s common for business owners to struggle with loosening their grip and letting others execute some of the tasks that they once performed. Delegation is just hard for a lot of people; it’s about trusting individuals on your team within their role and believing in their expertise – then letting go. Sure, you’re capable of handling most, if not all, of the job functions within your business, but the mere fact you now have a team means that you have at least subconsciously recognized the need to delegate.
So let’s say that you have handed off some of your former responsibilities as the Chief Everything Officer to others on your team. Even as you assert your trust in your people, is it genuine? Are you micromanaging and watching over their shoulders? Are you stepping in even when unrequested? Are you making unilateral decisions without proper team communication? Essentially, are you unintentionally getting in the way?
Business success boils down to hiring the right people. Deep down, you may feel that there are some individuals who do not command your full confidence. That is a different story. The only way a CEO learns whether they have the right team in place is to let employees do their jobs, then watch. Who steps up? Who chooses to step off? And who is not really suited for a leadership role? Now let’s assume your employees are completely capable of taking on responsibilities. Because they likely are.
A Transition in Leadership
It’s quite common that, as the business owner of a growing entity, you find yourself unintentionally creating obstacles. You’ve painstakingly curated a team—hopefully a stellar one—that you’re nurturing to greatness. Now, the time has come to relinquish the training wheels. Allow your team to orchestrate day-to-day operations, to encounter hiccups and challenges (remember, minor setbacks are valuable lessons), and to grow stronger as an organization from them. Instead of punishing mistakes, transform them into teachable moments. A culture of trust, delegation and empowerment will yield better, faster, more fruitful results. In most cases, your team will not only thrive but also revel in their newfound responsibilities.
Your Evolving Role as a Business Owner
As you transition away from the Chief Everything Officer role, your responsibilities shift. Yes, mentoring your team remains essential, but it doesn’t end there. Picture yourself operating at a higher, more strategic level. You’re not just a business leader; you’re the face of your organization and a contributing voice in your industry. From speaking engagements to interviews, from publications to thought leadership initiatives, find ways to share your ideas. Simultaneously, fostering connections and nurturing strategic partnerships is now essential in your role as the visionary orchestrator of your business.
In essence, you are no longer the Chief Everything Officer, but rather you have elevated yourself to the Chief Executive Officer, the navigator of the company’s vision. It is your job as the CEO to engage in tasks that demand your unique skill set and time, ones your team can’t replicate in your journey to business success. Rediscover the aspects of your leadership position that you love and excel at.
Moving Forward
You will inevitably encounter bumps along the way as you gradually delegate your Chief Everything Officer responsibilities to other capable hands within your business. There will almost certainly be times when you find it difficult to keep your hands of the reins. In those cases, you have got to do a little soul searching. Ask yourself “Am I truly needed or am I getting in the way?” Seek clarity from your team by asking them, “Am I unintentionally causing delays here?” Remember, their perception is the reality. If even a hint of doubt lingers about your level of involvement, it’s a sign to step back. Allow your team to prove their abilities, then relish the time you’ve created for yourself.
In the dynamic journey of business ownership, recognizing what tasks and activities to perform yourself and which to delegate to others is what separates good leaders from great ones. Your transformation from Chief Everything Officer to Chief Executive Officer will propel your business forward and help to create a company culture founded on empowerment and success.
Blair Koch is the CEO of TAB Denver West, a TAB CEO Advisory Board Facilitator, and a Business Ownership Lifecycle Coach. Blair has spent most of her career helping small business owners achieve their personal and professional goals. She also hosts the Best Businesses in Denver podcast.
