TI CEO Podcast · episode 24
Why a CEO shouldn't do everything himself
1-minute summary
In this episode of his CEO diary, Christoph Standl talks about why a CEO shouldn't do everything himself. A CEO carries responsibility – but responsibility doesn't mean having to do everything yourself. When building a company it is normal to take care of many things personally: customers, sales, products, projects, finance and the problems of daily operations. But at some point exactly that becomes the bottleneck. His own role at Tourismus Interaktiv is changing right now – from hands-on operational work towards more leadership, delegation and strategic responsibility. Increasingly, it is about setting the right direction, bringing the right people together, handing over responsibility and creating structures that work without constant intervention. As in football, a good team needs different positions and different strengths, but one shared goal. So the question that is becoming ever more important for him is no longer "How can I do this myself?" but "Who is the right person for this – and which system do we need so that it works permanently?" Because growth doesn't simply mean working more and more; it means organising better, distributing responsibility and using the strengths of the team. Big changes often begin with small daily steps.
Description
A CEO carries responsibility. But responsibility doesn't mean having to do everything yourself. When building a company it is normal to take care of many things personally: customers, sales, products, projects, finance and problems in daily operations. But at some point exactly that can become the bottleneck. In this episode of my CEO diary I talk about how my own role at Tourismus Interaktiv is changing – from hands-on operational work towards more leadership, delegation and strategic responsibility. For me it is increasingly about setting the right direction, bringing the right people together, handing over responsibility and creating structures that also work without constant intervention. As in football, a good team needs different positions and different strengths – but one shared goal. One question is therefore becoming ever more important for me: Not: How can I do this myself? But: Who is the right person for it – and which system do we need so that it works permanently? Because growth doesn't simply mean working more and more. It means organising better, distributing responsibility and using the strengths of the team. Big changes often begin with small daily steps.