Why CEOs Who Do It All Themselves End Up Stuck

• The true cost of over-functioning
• Two red flags that you've turned your CFO into a glorified bookkeeper

So you're exceptional.

You're working a million hours a week. You're across the numbers, the strategy, the staffing plan and the copy in the last customer support email.

In short, you're across everything because you're good. Possibly too good.

And it's working. At least on the surface.

Growth is okay. Nothing's on fire. Your calendar is full, your inbox fuller, and no one can accuse you of slacking off.

But just because you can do it all doesn't mean you should.

In fact, the very thing that makes you great is probably the same thing holding your business back.

I want to talk about the illusion of control.

No CEO sets out to get stuck in the weeds. At first, you were likely pulled in by necessity. Then by habit. Then by a deepening sense that nothing moves unless you move it.

Now you find yourself making execution-level decisions. You know too much about the detail.

Worst of all, you've started to believe that you need more and more information in order to make smaller and smaller decisions.

You're on the fast path to burnout.

There's a law of diminishing returns when it comes to knowing everything.

You don't need every datapoint. And if you do, let me put it bluntly: you are the bottleneck.

Still not sure? Here are two dead giveaways:

 1. The Office of the CFO operates like a back-office function, not a business enabler.
2. You don't believe your CFO's job is to make your business money.

If either of those sound familiar, you're leaving money on the table.

You don't scale by doing it all.

You scale by creating the space for others to execute.

Your job is creation. Your CFO's job is disciplined execution.

Still not convinced? Check out my blog "The #1 Reason High-Growth Companies Outperform the Competition."

If that's not how things are working in your business, then let me be very clear: it's your job to change it.

It's your job to step up as the business leader and step out of the way.

It's your job to push decision-making down. Let your team swim. Sure, give them some floaties. Programs like my CFO Boardroom exist to scaffold that capability. But at some point, you have to let go.

The business can't grow if everyone's waiting on you to make all the decisions.

And you? You are robbing yourself of the freedom of creation if you're knee-deep in to-do lists and BAU decisions that could've been made without you.

A rising tide lifts all boats.

If you're ready to upskill and uplift your team so you can focus on steering the ship, let's talk.

I'd love to hear your thoughts.

This is the trusted guide for CFOs to lead with IMPACT and create VALUE.

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