For example, one CEO—formerly the CTO of his company—continued to give his old engineering team detailed instructions about how to improve the user experience on its app long after he had been promoted. His successor as CTO, who was now closer to the latest usage data, often had to push back on the CEO’s instructions, wasting everyone’s time (problem #1). The CEO also continued to prioritize the software engineers’ tasks—for example, asking for fixes to small issues on the landing page ahead of more-fundamental back-end bugs—which further irritated the team (problem #2). Lastly, he couldn’t then find enough time to do his new job—communicating the strategy to the wider company and meeting and developing his new leadership team—which meant its members couldn’t make effective decisions about their own priorities without his continued involvement (problem #3).