Most leaders are unbalanced. They are relatively stronger in some areas than others. The secret to making them more productive is to let them play to their strengths, while at the same time bringing in someone to work with them that has complementary strengths.
You can figure out most businesses by looking at how its plans, people and practices align around a shared purpose. Business leaders tend to have relative strengths in the strategic area (plans), organizational area (people), or operational area (practices). If you’re like most, here’s our prescription:
If you are relatively stronger in strategy and organization, find a complementary chief operating officer to manage the operations.
If you are relatively stronger in strategy and operations, find a complementary chief human resource officer to help lead the organization.
If you are relatively stronger in organization and operations, find a complementary chief strategy officer to help lead strategy.
If you are one of the few who are actually balanced, find a chief of staff to give you leverage.
There’s a strong argument to be made that it’s better to be unbalanced. If you’re balanced and bring people in to give you leverage, you probably think you can do any one of their jobs. They’ll know that and resent you for it.