One request that consistently ranks among the top three challenges for executive management is:
"I want our leadership team to think, act, and take responsibility on their own."
While it may indeed be necessary to review the mindset and actions of your executives, it is equally important to take a moment to reflect on your own management style.
１．Are you expecting your executives to do things the exact same way you did?
This is a common tendency among high-achieving leaders. They often expect their executives to perform at the same level or use the exact same methods that led to their own past successes.
However, this sets an excessively high hurdle and can easily deflate an executive’s motivation. Just because a top leader was able to accomplish something does not mean every executive can replicate it in the exact same way.
Focus instead on supporting them so they can find an approach that fits their individual strengths.
２．Are you reacting with anger instead of offering constructive guidance?
When executives fail to achieve expected results or make a mistake, it is crucial to refrain from reacting in anger.
What truly matters after a setback is how to turn it into a learning opportunity for the future.
If you react emotionally, executives will shrink back and start acting purely to avoid getting scolded—constantly walking on eggshells around you.
Instead, help them analyze the root causes of the failure so they can apply those lessons to their next task.
３．Are you favoring "Yes-Men"?
Having subordinates who simply agree with everything you say might feel comfortable, but relying too heavily on "yes-men" creates major operational risks.
It makes it difficult for executives to voice diverse opinions or constructive dissent, which ultimately drains their motivation and engagement.
４．Are you micromanaging the details?
Issuing detailed instructions about daily, frontline operations is the responsibility of on-site managers or their direct executive supervisors.
If top management notices something on the floor, share only the factual observation with the executive and leave the problem-solving to them.
It is essential for executives to think and act independently—asking themselves why the issue occurred and whether it is an isolated incident or a broader operational problem.
５．Are you holding them responsible without granting authority?
On the surface, it may look as though authority and responsibility have been delegated.
In reality, however, final authority often remains with top management, leaving executives unable to move forward without executive approval.
Without true authority, executives will never develop a sense of personal ownership and will instead default to thinking,
"What would top management do in this situation?"
If you decide to delegate, build a system where executives can make decisions on their own initiative and take full responsibility for the outcomes.
Are the executives in your company taking initiative and driving action independently?
