“But, if I delegate things out to other people, meaning, if I delegate decision making to other people, doesn’t that erode my power, as the CEO?” Suzanne wanted to know.

“If power is that important to you?” I replied.

“Isn’t that why I started this company, built it up from scratch? I am the one who made all the decisions. I am the one who had all the accountability,” she protested.

“And, you still have all the accountability. In the beginning, it was appropriate for you to make all the decisions, there was nobody else around. And, as the number of customers grew from a handful, to a dozen, to a hundred, they demanded your organization grow to accommodate their needs. As your organization grew, through necessity, you had to delegate, first tasks, then decisions. To the point where you now feel a loss of control.”

“And, a loss of power,” Suzanne quickly added.

“And, there is the rub. You see your organization as a hierarchy of power. Don’t kid yourself, the world is biologically ordered into a hierarchy of value. You see the value in your hierarchy as one of power. A power hierarchy begins to weaken the purpose of the organization’s original intent. This is a very serious shift, to understand your organization, not as a power hierarchy, but a hierarchy of competence. And, when you see it that way, what changes?”