In the hustle and bustle of a startup or fast-growing company, it’s easy to see the CEO as the person who has all the answers. After all, they’re the ones who founded the company or were brought in to lead it.
But here’s a critical piece of advice: Stop creating more work for your CEO.
The CEO Is Not Your Parent
It might sound harsh, but it’s important to realize that your CEO is not your parent. They’re not there to settle every disagreement, answer every question, or make every decision for you. Your CEO’s job is to guide the company’s overall strategy, build relationships with investors, and ensure the business is on the path to success. Every time you ask them to step in and solve a minor issue, you’re pulling them away from those crucial responsibilities.
Take Ownership of Your Role
As an employee, you’re hired because you have the skills, expertise, and judgment to do your job well. This means you should feel empowered to make decisions within your area of responsibility. It’s natural to want to run things by the CEO, especially when you’re unsure or facing a challenge. But constantly deferring to them isn’t just a bad habit—it’s counterproductive.
Imagine you’re working on a project and hit a roadblock. Instead of immediately asking the CEO for guidance, take a step back. Consider your options, consult with your team, and try to find a solution on your own. This doesn’t mean you should never seek help—it’s about understanding when it’s appropriate to do so and when you can handle things independently.
The Impact of Relying on the CEO for Every Decision
When you constantly rely on the CEO to make decisions, several negative consequences arise:
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You Create Bottlenecks: By making the CEO the go-to for every decision, you slow down the entire organization. The CEO becomes a bottleneck, which limits the company’s ability to move quickly and efficiently.
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You Drain the CEO’s Energy: The CEO has limited time and energy. When they’re forced to weigh in on minor issues, it takes away from their ability to focus on more strategic, high-impact tasks that only they can handle.
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You Miss Opportunities for Growth: Every challenge is an opportunity to grow and learn. When you immediately defer to the CEO, you miss out on the chance to develop your problem-solving and decision-making skills.
You’re More Capable Than You Think
It’s easy to forget, but you’re an adult with valuable skills and knowledge. You were hired because you’re capable of making good decisions and driving your part of the business forward. So, instead of viewing the CEO as the ultimate decision-maker, start seeing yourself as a key player in the company’s success.
When you encounter a problem, try to solve it first. If you’re stuck, seek advice from colleagues or your immediate supervisor. Only escalate to the CEO when it’s something truly strategic or beyond your scope.
Building a Scalable, Independent Organization
The most successful companies are those where employees at all levels can make decisions and resolve conflicts independently. This doesn’t mean you’ll never need to involve the CEO, but it should be the exception rather than the rule.
Here are some ways you can contribute to building a more scalable and independent organization:
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Collaborate with Your Peers: Often, the best solutions come from teamwork. If you’re facing a challenge, reach out to others in the company who might have insights or experience to share. Collaborating across departments can lead to more innovative solutions.
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Develop Problem-Solving Skills: Take the initiative to improve your problem-solving skills. Whether through training, mentorship, or simply more experience, becoming better at resolving issues on your own will make you a more valuable employee.
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Think About the Bigger Picture: Before escalating an issue, consider how it fits into the company’s broader goals. Is this something that truly requires CEO input, or is it something you can handle with your team? Keeping the bigger picture in mind helps you prioritize and make better decisions.
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Communicate Clearly: When you do need to escalate an issue, make sure you communicate it clearly and concisely. This shows respect for the CEO’s time and helps them understand the situation quickly, so they can provide the guidance you need without unnecessary back-and-forth.
This Is the Way Forward
Remember, building a strong company isn’t just the CEO’s responsibility—it’s everyone’s job. By taking ownership of your role, collaborating with your peers, and making decisions independently when appropriate, you contribute to a more efficient, scalable organization.
So, the next time you’re tempted to ask the CEO for a decision, pause and ask yourself: Is this really necessary? Can I figure this out with my team? More often than not, the answer will be yes.
This is the way to not only reduce the CEO’s workload but also to grow into a stronger, more confident member of the company.
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