And that right there strikes me as a symptom of a deep problem.
I think the best use of executives is to support people in the trenches, because they're closest to the actual work. That support can include thoughtful questioning, advising, and mentoring. But when it becomes controlling, it often gets ugly.
I just happened to chat today with a guy who built a large and successful construction company up from nothing. He said that his philosophy was always to hire good people and support them. Eventually it was running well enough that he got bored with it and sold it to the employees. He's now starting an incubator for manufacturing businesses because for him the fun part is helping people get things going. I think he'll be successful, because handing down decisions on high is entirely uninteresting to him.
I'd feel weird naming him without asking. But if you want to read more about this sort of approach, there's a book called Servant Leadership, plus a lot of literature around it. It's also the basic approach in Lean Manufacturing.
I think the best use of executives is to support people in the trenches, because they're closest to the actual work. That support can include thoughtful questioning, advising, and mentoring. But when it becomes controlling, it often gets ugly.
I just happened to chat today with a guy who built a large and successful construction company up from nothing. He said that his philosophy was always to hire good people and support them. Eventually it was running well enough that he got bored with it and sold it to the employees. He's now starting an incubator for manufacturing businesses because for him the fun part is helping people get things going. I think he'll be successful, because handing down decisions on high is entirely uninteresting to him.