Our friend Christian is the managing director of a medium-sized company, in his mid-50s and works at least 60 hours a week. His wife is worried about his health and the children whine that he has far too little time for them. He doesn't like his high blood pressure and his abdominal base at all, but unfortunately he has no time for sports or hobbies.
Christian is aware that he is far too involved in the day-to-day business. In his opinion a managing director has to be fully involved in the day-to-day operational business. This allows him to make decisions quickly and spontaneously, it saves time and limits the risk. And besides, customers love to be personally looked after by the company top management.
When we ask Christian about his typical working day, he describes things we hear from many executives: Rushing from appointment to appointment, the feeling of being externally controlled, having no time and (inner) peace for strategic work and long-term problem solving. Almost all the time and energy is spent on "fighting fires".
As coaches, we naturally jump at the chance and recommend Christian to conduct a survey with his executives and employees.
[Remark: Only carry out such a survey if you are really willing to change something. Only if surveys are followed by concrete results will you strengthen the confidence of executives and employees]