C-level Execs Need to Cede Control To Succeed
ADOTAS EXCLUSIVE — One of the advantages of running my own tech-focused PR boutique is that I have the good fortune of working with CEOs and other C-level executives. And befitting their titles, most of these men and women are really smart. At times, I have even found myself in awe of some of my clients’ amazing abilities and business acumen.
But … (you knew there was going to be a but in here) … at times, I find myself in situations where my clients are making minor modifications to things like the subhead of a press release, and I start scratching my head and wondering, is perhaps taking micromanagement to an unnecessary level?
Don’t get me wrong: I know they’re making edits based on the nuances they think each word will communicate, which is understandable, but in focusing on such minute details, they sometimes miss the big picture.
I admit it — some of the blame lies with me. I probably have not communicated the changes in public relations over the last decade well enough. Sometimes, we just can’t hope to control every aspect of the message. I may also be guilty of not properly educating my clients on the value of the press release in today’s corporate communications matrix versus its role a mere decade ago.
But I have one client who after a few initial successes began to green-light projects without too many edits. Now I don’t necessarily think that my work for that client is significantly better than it is for other clients. And that client certainly has opinions on how he thinks marketing should be done. But in this case, it’s just a CEO saying his time is better spent plotting out overall strategy — not focusing on every tiny tactical detail.
I am not writing this to criticize any of my clients, because believe me … I’m guilty of the same crime I’m charging them with. I’m probably a bigger control freak than any of them (just ask my 9-year-old son … I can’t remember the last time I let him cross the street alone and I doubt he can either).
The key to making C-level executives, their campaigns, our businesses and yes, even ourselves, more successful is by learning to cede a bit of control – a tall order, but an important one.
There is one job that I believe was a seminal point in my career. Looking back, it was a position where my CEO really let me fly solo on multiple projects. Though I may have accomplished more in other positions, I developed greater self-confidence in that post, which to this day helps me better handle uncharted territories.
In today’s digital world, where every click is accounted for and with a questionable economic outlook on the horizon, it’s easier to try and play it safe.
But now more than ever, we need to let go and let those below us fly.
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