Delegate or fire

You can’t lead a big company at a detailed level. You simply don’t have enough time to grasp all details. You are just human, and your brain cannot handle the complex lives of all people in your organization. But if you’re the CEO, you still have the responsibility for all of these people.

“With great power comes great responsibility”

So, if you can’t do it all yourself, you’re forced to either:

  1. generalize and set broad rules, or
  2. delegate control and responsibility.

The first one is tempting, as you can control people and ensure that they don’t do anything which they should not. The problem is, if you do this, you lower the “consciousness” of yourself and your organization. According to the Dreyfus model of skill acquisition, not taking context into consideration is one of the traits of the novice. And that is just what’s happening here.

On the other hand, if you delegate control to the people who actually deal with the everyday problems, each person can adjust their decisions to the situation at hand. If you don’t trust the people to handle that situation, either learn to trust them or don’t hire them in the first place!