Your responsibility as business owner or CEO is to empower your people to get the job done—and while the results should match the strategic plan you communicate, the path doesn’t need to be exactly the one you would take.
Many organizational leaders feel they spend all their time putting out fires: Their focus shifts daily to the area where they sense there is the most risk: the marketing plan that can’t fail; the account that must be won; the make-or-break supply agreement; or the much-heralded acquisition. It’s a natural inclination for you, the chief executive, to want to manage the details of every project that matters to the bottom line. You know the business inside and out. But is it the best use of your time to do so and is it really your position as Leader-in-Chief?
The principles of Emotional Intelligence say no. It’s not your job to “stay in the weeds” and micromanage every challenge the company faces in each and every department but instead to lead your people in the strategic direction you envision. If you feel that you must micromanage, then you don’t trust. And if you don’t trust, you place artificial limits on your company’s ability to grow.
Trap #4 shows senior executives and business owners how to avoid judging employees’ performance against their own and instead lead with Emotional Intelligence. This chapter explores the ways in which executives can harness EQ to help them let go of the impulse to control everything, the goal being to get out—and stay out—of the weeds.
Question: Does this sound like anyone you know?