3 things that need to be done, so that the CEO no longer becomes a “everything” officer chief

Have you ever experienced this condition? There is a very good idea to be executed. For example programs, products, initiatives, or projects. But we are dizzy because no one can do it. The only person who might be able to, has the capacity, and want to be us. Yes, we ourselves.

Other people might be able to, but we don’t see them have the capacity. Or even more complicated, even if they can but they may not necessarily want to do it before making calculations first.

This condition is very likely to occur in many organizations. Especially in the pilot business. That is why there is a play on the term CEO. Not the Chief Executive Officer, but Chief “Everything” Officer. Because the leader is the most likely to do everything without having to calculate profit-loss for the person at the beginning.

This needs to be overcome. It takes a process and is sometimes difficult. But it still has to be fixed. Because if not, the growth and sustainability of the organization is at stake. Organizations can have many people, but every time it needs to execute new things, the solution always brings new people from outside.

Then how is the way out?

1. Build Leadership Culture

The leadership style can be different. But every leader usually has the same instinct: building people around him. More than just building abilities related to work, but so that people in their organization also grow into leaders.

When we are leading but do not have the instinct and desire to build a team into individuals who grow the character of their leadership, lest we are not leaders. It could be just a boss.

Individuals who have leadership skills do not always have to immediately have team members. He could still have to work alone in his field. Because leadership here is not always a matter of structure, but character.

Those who have leadership characters always have initiatives, their motivation is strong to solve problems or challenges, care about the surroundings, not reluctant to offer assistance, and be able to see the impact of what is being done for a broader scale.

One way to find people like this is to create challenges. People with leadership talent will come with ideas, more than that, he is also enthusiastic to try to execute it when given the opportunity. He also always looks for the most efficient and effective ways to get the maximum impact on the organization.

2. Create transparency

The atmosphere where information is not enough available makes people in the organization such as in a minimal lighting car. Can still see, but vaguely. They are not sure where the organization is leading to where, what is targeted, and where is its progress.

In essence, information must be sufficiently available and made as bright as possible. Mechanisms need to be built so that all people in the organization know the objectives, reasons for every activity, challenges and advances achieved by the organization (of course, including its constraints). This will be easier when the size of the organization is still not too big.

At GNFI, we really work on transparency. One of his advice is together sorting Objective key results (OKR) Company. Then every week we hold Weekly reviews where all departments deliver UDPate progress. Even when there is a problem, it can be conveyed in this forum.

All of them are recorded and the notes can be seen again at any time by all team members. So if anyone does not know information, most likely not because the information is not available, but only the person who does not know there is information.

3. Open communication patterns

As leaders we do not necessarily let go of hand when the team has tried to take responsibility. But it also does not mean being very directing and Micro management.

The trick, we act as mentors. Where they can discus when dead. We also put ourselves as coachwho are always willing to together explore ways that might be taken to overcome problems.

This situation is not possible if communication in the organization is not open.

Transparent and open are two different things. We may feel transparent, all information is available, but all is one -way.

Open is a condition where listening, discussing, asking, answering, expressing opinions into culture at all levels of the organization. And this culture needs to be started from the highest leader who is pro to openness.

Finally, I really like the sentence written by Tom Peters, Great leaders do not create followers, they create more leaders.

The difference is clear: leaders who like to have many followers, tend to be happy if his followers obey, do not oppose, and always praise him. While the leader whose purpose is to create new leaders around him will be very happy when surrounded by people who dare to convey ideas, give input, even dare to argue with measurable arguments.

Having people with good leadership characters around us will be able to create significant differences. The organization also has a solid foundation to grow ongoing.