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Smoke Screen
The Big Oxmox advised her not to do so, because there were thousands of bad Commas, wild Question.
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Underperformance Often Starts with Undefined Authority
Underperformance Often Starts with Undefined Authority
Three months in, and the founder said:
“I don’t think they’re senior enough.”
Interesting.
When I asked what decisions they fully owned…
Silence.
When I asked what metric was 100% theirs…
Silence.
When I asked what authority had been formally transferred…
More silence.
You can’t measure ownership if you never gave it.
Most “underperformance” is undefined authority.
In 90 days, a strong hire should:
• Own a measurable outcome
• Make independent decisions
• Improve a system
• Reduce founder involvement
If that’s not happening…
Look at structure before you look at skill.
Did you design ownership?
Or just assign tasks?
Post Views: 148 -
Control and scale rarely coexist
Control and scale rarely coexist
Some founders say they want freedom.
But structurally, they design to be needed.
I once worked with a founder who was exhausted.
12-hour days.
Constant calls.
Slack always buzzing.
He told me, “I just need stronger people.”
But when we mapped the decision flow, the issue was obvious.
Every major decision required him.
Pricing.
Hiring.
Client exceptions.
Leaders made recommendations.
Then they waited.
Not because they weren’t capable.
Because authority had never been transferred.
Control can feel valuable.
But control and scale rarely coexist.
The real question isn’t:
“Is my team capable?”
It’s:
Have I structurally allowed them to be?
Post Views: 108
