By 'day to day execution activities' I'm assuming you mean individual contributor (IC) work.
CEOs should be doing no IC work. I'm an expert delegator, 99% of the work on my plate gets delegated to my leadership team, who delegate it again.
Many CEOs are bad at delegation. They create busy work for themselves because they believe 1) they are better at doing it than others and 2) being busy 24/7 will set a good example. Both are mistakes.
The line is a bit fuzzier on the leadership team. Generally, 80% of their time should be spent on high leverage company building work, while 20% is on IC work. Even in those cases, they should constantly be looking out for things they should be delegating.
Every now and again I do audits of my team's calendars to ensure they are focussed on the right things.
This question is part of an AMA with Alex MacCaw.View entire AMA with Alex MacCaw.
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