“I can do better. I do it myself!” No, not! What the fundamental tasks of a CEO are.

“I can do it better, so I’ll take care of it myself!” This thought is prevalent among those at the top. However, a CEO who thinks he has to get involved in everything is definitely on the wrong track. That is not the CEO’s job. I know only too well from experience that this reflex to take everything into your own hands is often the beginning of the end for successful companies.

A classic in the business world: the CEO who gets lost in Excel spreadsheets, checks every contract personally, and meddles in every little detail. After all, he believes he is the best – otherwise he wouldn’t be the CEO, would he? Who hasn’t experienced this or recognized themselves in this description?

Here is the uncomfortable truth:
CEOs who believe they have to do everything themselves
You are doing precisely the wrong thing.

Why? Quite simply, it’s not the CEO’s job. A CEO who gets bogged down in operational details either has the wrong team or lacks confidence. In both cases, this is a clear management fail!

As CEO, it’s not about being able to do everything,
But about steering the company in the right direction.

So, what are the fundamental responsibilities of a CEO, and what should they not do? Four uncomfortable truths about modern leadership, why control is not the key to success, why micromanagement slows the company down instead of boosting it, and how you can do better as a CEO.

1. Operational micromanagement trap: Welcome to the CEO hamster wheel!

“Just a quick revision of the presentation …”
“I’ll take a look at the accounts …”
“I’ll help with the customer offer …”

Does this sound familiar? Then you may already be stuck in the hamster wheel. A CEO who does their job properly is no better than a clerk, salesperson, or controller. But that’s precisely what happens when they get too involved in day-to-day operations. The CEO, as a super administrator, may work in the short term, but in the long run, they are harming the company.

Why?

• Employees often feel patronized and ignored, which can decrease their motivation.
• Responsibilities become unclear, and confusion increases.
• The critical strategic issues faced by a CEO often go unaddressed, which can hinder the company’s success.

The roles of a CEO: delegate, trust, lead.
A CEO does not (cannot!) know everything better. Their job is to hire the right people, trust them, and let them do their work. Sounds simple? But it is difficult for many CEOs. It must be very clear: Anyone who believes that the only way to ensure quality and success is through constant control either has the wrong team or the wrong mindset.

As CEO, you should focus on:

• Focus on strategy instead of daily tasks: develop clear visions, not just check invoices.
• Clearly define roles within the company; everyone must know who is responsible for what.
• Focus on your employees’ skills rather than thinking you’re the most excellent expert.

Because honestly:
If the team can’t perform better than the CEO, then he has the wrong team.

2. Process development: The backbone of a scalable company.

Many CEOs act as if their company were a fire station: They react constantly to fires instead of preventing them. But if you’re always reacting, you don’t have time to think ahead. Why are many companies always in alarm mode? Because they lack well-designed processes. Every employee has their idea of the “right way” to do things. Tasks are either duplicated or neglected. Efficiency suffers.

Examples:

• The IT department is always overwhelmed with “urgent” requests.
• Salespeople are unsure which customers to prioritize.
• Projects are reinvented each time, instead of being executed efficiently.

The CEO’s task is to create systems that work for the company.

• Every company needs transparent processes that everyone understands. No unnecessary meetings, no pointless approvals.
• Use automation wherever possible! For example, why should a CEO still review reports manually?
• Clarify responsibilities. Who makes decisions? Who bears the consequences?

A company without transparent processes is like a car without brakes:
It speeds along until it crashes.

3. Building organization: Leadership means trust, not control.

If the business only functions when the CEO is involved every day, then it isn’t a truly operational company. It’s a one-person show. Many CEOs believe they must be involved in every decision. Wrong! If the company grinds to a halt when the CEO is on vacation, then they have failed as a leader.

The best companies are those that run smoothly without the CEO.

The CEO’s tasks:

• Empower employees instead of constantly correcting them.
• Delegate responsibility and mean it.
• Develop a strong second tier of management.

A CEO who has to do everything himself
either lacks a strategy or has an ego problem.

4. A CEO is a visionary, not a firefighter!

The proper role of a CEO isn’t managing daily operations but looking ahead.

A CEO must ask:

• Where should the company be in five years?
• What steps are needed?
• How do we stay innovative?
• Which markets should we enter next?
• How can the company remain profitable in the long run?

What is the primary role of a CEO?
Setting the course and inspiring everyone to follow.

The CEO’s tasks:

• Reduce operational chaos, increase strategic clarity.
• Focus on future issues rather than just fixing yesterday’s mistakes.
• Have the courage to let go of control while still guiding the company.

Conclusion: The role of a CEO is clearly defined. A CEO isn’t a jack-of-all-trades, but a facilitator.

The true strength of a CEO isn’t in micromanaging but in guiding the company to succeed even without constant supervision. A good CEO builds a solid team, puts efficient processes in place, and keeps a clear vision. A poor CEO believes nothing functions without them. A CEO who gets lost in daily operational details isn’t truly fulfilling their role—they’re just taking the place of it.

In brief:

• Lead your company, instead of just managing it.
• Build structures rather than just putting out fires.
• Focus on what only a CEO can do and delegate the rest.

Ultimately, a CEO who understands their responsibilities will make their company successful. A CEO who does everything alone only slows down the process.

If you, as a managing director or CEO, are still caught up in daily tasks, it’s time for the next step: thinking strategically, structuring your approach, and embracing vision. I can help you achieve that.

A true CEO creates space for success at all levels!

Let’s find new ways together.
Think boldly. Dare to change.
Alexander d’Huc