DEVELOPMENT POINTS:

Even though many of these quality control tendencies have led to success and advancement in past roles, at more senior levels, it becomes impractical for executives to function as effective “gatekeepers.”    With each promotion, an executive’s portfolio of accountabilities broadens.  Likely, these executives cannot “gatekeep” without slowing operations, disempowering others and de-prioritizing other pieces of the portfolio.

REFLECTION:

Think about the behaviors that have led to your success thus far. These behaviors are probably easier, more natural and maybe even automatic for you and, therefore, rise to a higher priority on your “to do list.”.  Now take note of the feedback you are receiving. Are you now challenged to spend less time preventing mistakes and leveraging past experience and more time encouraging smart risk and innovation? Are you having trouble translating what those more innovative actions might look like or how get started?

ACTION TIPS:

Ask your coach/manager/peer/subordinate to help you identify the 3-5 top actions you can take to demonstrate that you are hearing and embracing the feedback. Schedule time when you know your energy is high (likely in the morning) to attend to the actions identified above.

Create clear decision rights with your team, clear points of check in with you, accept that there are alternative routes to success; allow team members to demonstrate their abilities and hold them accountable for their commitments.

Delegate more of the day-to-day operations to your staff.