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"When I'm coaching CEOs, I ask two key questions: 'Who has the decision-making power?' and 'Should you really be making the decision?,'" said MacKay. She believes that leaders should look the decisions they currently make and decide who is actually the most appropriate decision maker each situation.
MacKay's experience working CEOs has shown her that people learn how delegatethe practice being a leader, but also by their own previous "boss" experiences- both good and bad.
"A successful CEO I know has a 'rock star team' and everyone wants to be the CEO one day," said MacKay. Described by MacKay as a "masterful delegator," he has surrounded himself bright and decisive people who take responsibility their work and get things done.
"CEOs should spend more time delegating than doing," said MacKay. Leaders who are too hands-on get the way developing the talent. MacKay estimates that as few as 20% the 200-plus CEOs she works are proactively addressing succession planning. Micro-managers also run the risk draining their pool would-be successors.
