When you’re in charge, you get used enjoying feeling like the linchpin. Take co-founder and CEO of Menlo Innovations, Rich Sheridan, who used to think: “I liked being the person everyone came to…. There was glory to it. I felt like the smartest guy in the room.”
Back when he was a VP at a company called Interface Systems, he brought his eight-year-old daughter with him to work one day. Her candid observation about his job ended up completely transforming how he thought about management. When she told her dad that he must be very important — because “[a]ll day long… people came in here and asked you to make a decision for them. And you made a decision, and they went on their way” — that threw Sheridan for a loop.
He realized how this style of managing people created a system of bottlenecks and he began to conceive of the right way to manage as a decentralized, bottom-up approach of decision-making. Menlo Innovations now runs as a bossless organization, because being the smartest guy in the room was a liability.