You don’t get to the top without being very talented. But that doesn’t mean you can do it all — even if some big-time magazine cover subjects are regularly portrayed as all-knowing and omnipotent. It’s critical to have good teams surround good CEOs, but it’s also important to have CEOs recognize the limits of their talents. Here, three local leaders walk us through their thoughts on the topic.
bytes of knowledge
“I run a pretty technical company but my background is in business and marketing. I have a basic understanding of technology, databases and design and that was absolutely fine for me and for the business when we started. But as time went along, we were putting in place for clients much more sophisticated solutions and I absolutely didn’t have the technical expertise and depth to give customers the experience we promise them.
I learned a long time ago that it’s OK to say, ‘I’m not sure. Let me get with our technical team to find out.’ We hired someone to oversee our software development division whose job it is to provide the technical sales angle when we’re talking to prospects. And on the network engineering side, there are a lot of hardware and technical components tha