Is it possible that you're not making the "right" moves
because you're the CTO?
Leadership is hard and it's hard because you're making bayesian calculations on suboptimal choices. Almost by definition.
Say a Jr. dev has a problem that they can't solve. They kick it to an intermediate.
The intermediate can't solve it so they kick it up to a senior.
The senior can see a couple of solutions, but want's to run it past the architect.
The architect takes these options, weighs them against n number of considerations + the dev roadmap and sees strengths and weaknesses to all of them.
They package those pros and cons and brings them to you, the CTO to make a decision between these sub-optimal choices.
In this kind of environment EVERY move you make is going to be a little bit wrong. You just kind of have to minimize the wrongness
Leadership is hard and it's hard because you're making bayesian calculations on suboptimal choices. Almost by definition.
Say a Jr. dev has a problem that they can't solve. They kick it to an intermediate.
The intermediate can't solve it so they kick it up to a senior.
The senior can see a couple of solutions, but want's to run it past the architect.
The architect takes these options, weighs them against n number of considerations + the dev roadmap and sees strengths and weaknesses to all of them.
They package those pros and cons and brings them to you, the CTO to make a decision between these sub-optimal choices.
In this kind of environment EVERY move you make is going to be a little bit wrong. You just kind of have to minimize the wrongness