In this episode of Grow Think Tank, I tackle harmful habits many CEOs unknowingly adopt that hinder their leadership and organizational growth. I emphasize the importance of regular executive team meetings for alignment and accountability. Building on previous insights, I discuss the risks of over-functioning for team members, resisting structure, and overly relying on the CEO for decision-making. Empowering teams with autonomy, maintaining communication through structure, and shifting focus to strategic leadership are key principles I advocate for creating an efficient and resilient organization.
Breaking Bad CEO Habits: How Structure Fuels Leadership Growth
In this episode of Grow Think Tank, I delve into the habits that many CEOs believe are beneficial, but in reality, hinder their leadership and the growth of their organizations. I emphasize the importance of having the right structure in place. A significant portion of companies neglect to schedule regular executive team meetings, which I find surprising given the desire for alignment among their teams. I advocate for at least a weekly meeting, or bi-weekly if that format better suits some teams. This structured time can create space for alignment, clarity, and accountability, ultimately serving as a foundation for success. The discussion includes an overview of the first three habits from the previous episode, where we explored the pitfalls of chasing new ideas, staying too involved in the day-to-day tasks, and avoiding difficult conversations. It’s common for leaders to fall back on what feels comfortable—typically, their established ways of operating. I draw from personal experience and professional observations to explain how these habits can lead to stagnation and lack of effectiveness in a CEO’s role.
Stop Over-Functioning and Start Empowering
As we venture into part two of the series, I articulate three additional destructive habits. First, I discuss how over-functioning for your team, by stepping in and solving their problems, can undermine their development. While it seems intuitive to assist when team members struggle, it ultimately deprives them of necessary learning experiences. Instead, it’s critical for leaders to empower their teams by allowing them the autonomy to navigate challenges, learn from failures, and build the confidence needed to handle future decisions.
Resist the Urge to Control—Build Structure and Independence
I then tackle the concept of resisting structure within a business. The right amount of operational frame can liberate CEOs to focus on higher-level strategies rather than drowning in minutiae. Regular meetings for various sub-teams—sales, marketing, operations—need to occur for the overall health of the organization. This structure allows each subgroup to work autonomously while keeping the executive team informed and aligned. Lastly, I examine the trouble with creating a business contingent on the CEO’s involvement in all decisions. When a company relies too heavily on a single leader, it risks becoming stagnant, with team members waiting for direction rather than taking initiative. As I highlight, the key to effective leadership is empowering others to think independently and hone their decision-making skills. This builds not only a resilient team but also a business capable of thriving in the CEO’s absence.
Step Back, Lead Forward
All these insights are rooted in the ultimate goal of shaping a company that operates efficiently, allowing the CEO to step into a more strategic, visionary role—one that frees them from daily operational burdens. For listeners seeking a deeper understanding of these concepts, I invite you to join my weekly free training at training.coreelevation.com, where we explore leadership and growth strategies in greater depth. Through this episode, I aim to challenge and inspire CEOs to reflect on their operational habits and strive for the business of their dreams, one where they can focus on coaching and strategy rather than everyday minutiae.
