Cameron Herold discusses when leaders should zoom in on details versus stay at the strategic level. He explores how CEOs decide which decisions demand their direct involvement and which ones to delegate, based on conversations about leadership cadences and decision-making processes.
Chapters
There's times when I'm going to be at a very high altitude and maybe I'm talking to a board member or I'm talking to an investor of some sort and I'm going to be operating at one altitude or maybe I'm just driving strategy for the business overall. But there has to be times and I was actually just talking to our CEO about this yesterday where you have to go to a lower altitude and you have to be able to get into the details and really, really sweat the small stuff. The hard part becomes how do you pick which one you're doing, you know, and so do you have the right cadences to be able to raise those flags with your teams to understand when they need help? Maybe they don't even know that they need help. But do you have the right cadences in place for you to have a mental model to say I need to dig in here and start asking more questions.