Most leadership teams say innovation matters.
Far fewer stop to ask what a leadership team must actually become if innovation is to happen repeatedly, across functions, through people, and at scale.
At what point does delegation stop being about getting work done, and start becoming something much more important inside a growing organisation?
That’s a question I didn’t set out to answer directly, but over time I began to notice that delegation was shaping far more than workflow or efficiency.
Why is it that job descriptions, something so ordinary on the surface, can fundamentally shape how a business grows, how people develop, and how culture begins to feel?
It’s not something I fully appreciated early on, but looking back, I can trace that understanding to a single recruitment decision that didn’t work out as expected.
Over the years I have written several reflections about the point where what a business needs begins to outgrow the capability of the person who founded it.
That moment tends to sneak up on us; the company grows, the team expands, and the decisions become deeper and carry more consequences.
Over the years I’ve walked into a lot of companies, and there is something about the atmosphere of the place that tells you a great deal before you ever see those numbers.
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