When a company grows fast, yesterday's plan is quickly out of date , and that's normal. The real problem is trying to freeze what should stay flexible.
Flexibility means having a clear frame around what doesn't move, so you can adapt on everything else. Three simple questions are often enough to make uncertainty manageable.
A leader who systematically seeks a manager's approval ends up no longer deciding anything alone. This drift isn't a matter of personality, but of governance and poorly defined roles.
Here I describe how managerial co-dependency takes hold, what it really costs, and how to reset a clear decision-making framework without breaking trust or the team.
