Most CEOs are doers. They’ve built their businesses from the ground up and revel in the satisfaction their successes bring. But they can’t do everything themselves, and that’s OK. So, what should these doers actually do? When do CEOs delegate, and when do they take the lead? As a fellow CEO, I’ve contemplated this very question. I’ve found that involving myself in day-to-day tasks and issues can quickly consume my time and infringe on long-term goals. But CEOs need some level of involvement in every aspect of their business to make sure the company is on track to reach its long-term goals. The question isn’t deciding which areas to pay attention to but how you should interact with each aspect of the company. Resist the Urge to Do The balance between involvement and “doing” can be difficult to achieve because CEOs didn’t reach executive status by sitting back and delegating tasks to others. They got their hands dirty and took care of the nitty-gritty details. But once you’ve established processes and hired a dedicated staff, dissociating yourself from every decision can be difficult — and jumping into daily disputes can put your company at serious risk. For example, Chuck is the CEO of an advertising agency who used to head up the digital department. When his team is slammed and trying to meet a deadline, his first inclination is to dive in and help. However, spending a week writing code and testing a website isn’t the best use of his time because the areas that require his attention won’t get covered. As a company grows, it’s important that employees do their specific jobs so every aspect is taken care of. If Chuck loses sight of [...]