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The business owner is the Chief Entrepreneurial Officer and cannot be the Chief Worker of his enterprise. While he owns the business, he must not be the master doer of all the tasks of his enterprise. It is important to realize this key thought. Some things need to be envisioned for action, few must be pushed, but many things in an enterprise happen automatically; if only one creates the right set of processes and have people do them for you without your involvement. As a CEO you don’t have make every entry in the general ledger. An important cause of the phantom ceiling effect is that CEO, because of their personality, become the bottleneck – won’t let go and will run all aspects of their business. In the early start-up phase this may be required, but what makes good CEOs is their ability to let their organization grow on its own. CEOs must make an important transition from Doer-Managers to Thinker-Leaders.
This transition doesn’t happen easily and naturally. It is an act of will for the CEO. Where such transitions happen, most often the enterprise too makes a transformation from being small to becoming big. The CEO transition to a thinker-leader is a two step process – first step is the realization that transition is mandatory and must happen; second step is a conscious self development to make the transition. This self development can be structured by hiring consultant who can guide the organizational transition process and your learning happens as you go about it. A CEO Coach is a good option too.
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