1. If you were Samantha Parks, how would you prioritize which projects or parts of projects to delegate?
2. In explaining what makes her decisions hard, Parks said, “I hire good people, creative people, to run these projects, and I worry that they will see my oversight and authority as interfering with their creative process.” How can she deal with these concerns without giving up too much control?

3. Should executives try to control projects to maintain their position of authority? Do they have a right to control projects and keep in the loop on important decisions just so they can remain in charge?

It is a challenge for executives/owners of organizations to identify what to delegate effectively without ceding too much power and control away from the person on top. One view is that top executives need to stay very close to the creative core of their business and they should never cede too much control to committees or individuals or they can lose sight of the firm’s overall future direction. The opposite side says that it is not a good idea for a CEO to “sweat the small stuff” and they should identify everything they can delegate to other employees as much as possible. This would allow them to focus their attention on the most important decision making and control of the business.