Stepping Away, So Others Can Step Up

By the time you read this, I will be on an island off the coast of Maine. Probably on a beach on that island.

Every August, I come here with my large family of kids and cousins and try to unplug from what I do the other 11 months of the year. This time away is intended for relaxation of course, but relaxing isn’t necessarily easy. Even though the company I lead is headquartered more than 200 miles away, today’s array of technology can bring my virtual presence to any conference room, anywhere in the company, at any time I choose. But it won’t.

I won’t let it. I am in Maine. Being present in the moment… in Maine.

This time and distance away from the day-to-day machinations of a company growing at 30% a year isn’t about getting out on the boat, maybe having a lazy afternoon on a hammock with a good book, or inviting friends over for a clambake on the beach. Well, it is about all of that, but it’s also about having the confidence in my team to be able to step away. Believe me, I want to be here in Maine but my company’s board also gives me a nudge. They want to know the team we’ve built can keep running at pace when I step away.

I know it can. A long time ago, we identified culture as our most valuable and important asset. And it’s the strength of this culture based on trust and transparency that allows me to know I can enjoy each and every clam, and every afternoon on the shady hammock without having to worry about what’s going on back at the shop. Over the years, I’ve learned that as a CEO, you have to know when it’s time to jump in with sleeves rolled up and when it’s time to just trust your team.

So I’m sure this August will be all one could wish for. Then Labor Day will come and it will be time to run like hell again.

What are your attitudes about—and plans for—stepping away? I’d love to hear them.