Executive team two day strategic session
Lack of Trust and Elevation, the Blocker
The discussion ensued within the Executive Peer Group; “Why am I not able to elevate faster and delegate better?” became the question of the group.
To focus on higher priority opportunities, executives must elevate out of the daily grind and noise that is daily business. The question is how to make the behavioral changes in one’s self that will allow one to elevate. “How do I let go?” is echoed around the table with a tone of frustration.
As most executives understand, delegation of tasks, operational duties, decision making, and spending need to move down into the organization for the executive to move on and up. Logic says this is so true and is seen when viewing another successful executive delegate. Yet there are emotion issues and behaviors that come into play and limit the ability to let go.
There are many barriers, yet we are addressing two key ones that can move any executive to a great elevation and faster letting go behavior.
“Where does my worth come from?” is often the unasked question of the executive. Moving from a frame of “what I do is who I am” to “what my team does is who I am” can be daunting for some. When one has looked to their personal accomplishments to define their worth, what I have accomplished with my own hands defines that worth for years; now to transition valuing your worth on the basis of others accomplishments can become a challenge.
Instead of instant gratification from a task completed, the executive must wait for a much longer time to experience success and the feeling of completion. A few ideas to aid this transition are having a very clear future vision to focus on which allows one to be above the “noise” of the day. In concert with the clear vision, what is the cadence of communication on progress towards the vision? Having a process of communications with the team, such as a weekly update and problem-solving meeting, can help the executive stay on top of the progress, see progress and build trust in the team’s capabilities. This also allows the executive to see challenges and weak areas and address them in a timely manner.
We find successfully elevated executives have such a process in place. This helps them to let go sooner and in the proper sequence.
“What don’t I Trust?” is the question that came from the executive group. This is a very telling question for the executive because if I fully trusted the person or team, would there be any hesitation about delegation?
Any executive that hesitates in delegation and elevation needs to be asking this question. Now the answers are many. Do they have the experience I have? Are they capable of getting the job done right? Will they have the right solution? Will their choices hurt the company? What skill sets are they missing? Will they give the business away? and many more.
Whatever the answers are, the executive needs to be clear and honest about it. Then get into action and address those trust areas so they can then trust, delegate and elevate.
In our work with hundreds of fast growth executives, owners and CEO’s; these two barriers seem to provide the greatest impact on their ability to elevate faster and drive the company forward vs being caught up in the noise of operations.
If you are an executive, consider these two points in moving yourself forward. Investors, are your founders caught in this barrier trap? Ask them these questions and help them move forward.
Of course, giving us a call would be another option.
Harlan Goerger is President of H. Goerger & Associates Inc. dba CEO Solutions and is focused on developing CEO/Founders of fast growth companies for scalability and profit. Utilizing peer groups, individual coaching and multiple other tools to develop the capability and capacity of growth-oriented CEO/Founders. www.CEOSolution.net