Samantha Parks is the owner and CEO of Sparks, a small New York agency that develops advertising, promotions, and marketing materials for high-fashion firms. Parks has tended to keep a tight rein on her business, overseeing most proj- ects from start to finish. However, as the firm has grown, she has found it necessary to delegate more and more decisions to her associates. Shes recently been approached by a hair- styling chain that wants a comprehensive redefinition of its entire marketing and promotions look.
Most managers confront this question at some point in their careers. Some experts propose that top executives need to stay very close to the creative core of their busi- ness, which means that even if their primary responsibility is to manage, CEOs should never cede too much control to committees of creative individuals or they can lose sight of the firms overall future direction. Moreover, executives who do fall out of touch with the creative process risk being passed over by a new generation of plugged in employees who better understand how the business really works.
Others offer the opposite advice, saying its not a good idea for a CEO to sweat the small stuff like managing individual client accounts or projects. These experts advise executives to identify everything they can outsource to other employees and to delegate as much as possible. By eliminating trivial tasks, executives will be better able to focus their attention on the most important decision- making and control aspects of their jobs, which will help the business and also ensure that the top executive main- tains control over the functions that really matter.
These pieces of advice are not necessarily in conflict with one another. The real challenge is to identify what you can delegate effectively without ceding too much power and control away from the person with the unifying vision. That is certainly easier said than done, though.Questions:
1. If you were Samantha Parks, the owner, how would you prioritize which projects or parts of projects to delegate? Explain.
2. I hire good people, creative people to run these projects, and I worry that they will see my oversight and authority as interfering with their creative process. How can she deal with these concerns without giving up too much control? Use well known executive examples as appropriate to support your opinions.
3. What are some tasks in an organization that a top executive should never delegate to others? Explain why.
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