A few days ago, I came across a picture on LinkedIn that made me laugh, but it also highlighted a common issue we face today. The image depicted a boat with one person (a worker) rowing while several “captains” were giving commands. In today’s corporate world, one of the most frequent yet under-discussed challenges is the growing imbalance between strategic direction and practical execution—often summed up by the saying, “Too many chefs and not enough cooks.”
Theoretically, having a surplus of smart people to set direction should be a strength. However, in practice, this imbalance can stall projects, confuse priorities, and exhaust the very people who are responsible for getting things done. With the rise of remote and hybrid work environments, the problem has only worsened.
“The Chef-Cook imbalance”: A common corporate recipe
Imagine a kitchen filled with executive chefs, each offering a different vision for the dish. They debate plating aesthetics, sauce pairings, and spice combinations—meanwhile, no one actually turns on the stove.
This analogy is increasingly relevant in modern businesses. In many organizations today, layers of leadership continue to grow— Presidents, VPs, Directors, Project Leads, and Strategy Heads—while the number of employees responsible for operational execution remains flat or even shrinks due to automation or lean staffing.
Startups scale quickly and bring in advisory boards, senior consultants, and multiple decision-makers to “sharpen strategy,”—but the execution often falls on a few under-resourced teams. Large corporations hold countless meetings to “align stakeholders” while project deadlines slip because the hands-on work is delayed, reworked, or simply underprioritized.
As one frustrated product manager from a Fortune 500 company put it:
“I have three people above me with ‘strategy’ in their job titles, all telling me different things. But none of them have touched the product in months.”
This problem is especially pronounced in industries undergoing rapid digital transformation. While leadership is essential, the modern workplace increasingly suffers from a surplus of direction and a shortage of delivery.
When the Kitchen Closes
In remote and hybrid environments, the impact of having too many chefs becomes even more noticeable—and potentially more damaging.
1. Decision paralysis and conflicting directives
Remote teams often rely on written communication and asynchronous workflows. In such environments, mixed messages from multiple leaders can create confusion. One team member may be working on Task A based on a TEAMS message from one leader, while another is pursuing Task B based on a different executive’s comment during a video call. Without a clear owner or established chain of command, decision-making becomes complex, resembling a game of telephone. Employees are left navigating vague or even contradictory instructions. This slows down work and increases stress and the risk of failure.
2. Employee Burnout and disengagement
When employees are constantly redirected, over-briefed, or forced to justify every task to multiple managers, they can start to feel undervalued and micromanaged. In a remote setting, where spontaneous clarifications and casual alignments are more challenging, this can lead to quicker burnout and higher corrosion rates. According to a 2023 Gallup study, only 33% of remote workers felt clear about what their leaders expected of them—a 12% decline compared to pre-pandemic figures. This disconnect often results from leaders focusing on top-down strategies without sufficient input from those on the execution side.
3. Slowed innovation and missed opportunities
Excessive layers of decision-makers mean that new ideas often have to pass through endless rounds of approvals. In hybrid setups, these delays are exacerbated by time zone differences, calendar conflicts, and the need to keep everyone informed. As a result, opportunities are missed, competitors move faster, and innovation stalls under the weight of bureaucratic processes.
From Confusion to Clarity
Is there any good news? Yes! This problem can be solved. Both employees and leaders can take specific steps to correct the imbalance between chefs and cooks and refocus on execution.
For Employees dealing with too many Chefs
1. Clarify Ownership Early
If multiple leaders are involved, ask, “Who is responsible for the final decision on this?” Do this politely and early in the project. Presenting it as a need for efficiency and clarity will demonstrate that you are solution-oriented.
2. Document Everything
In remote settings, clarity comes from documentation. Summarize conversations, note decisions, and seek written confirmation. This protects your time and ensures everyone is aligned.
3. Push for Prioritization
When you’re asked to handle multiple tasks by different people, respond with a list: “Here’s what I’m working on—can we agree on which two are the most urgent?”
4. Use Emotional Intelligence
You don’t need to be confrontational to be assertive. A calm tone, open-ended questions, and empathy for your leaders’ pressures can help you navigate ambiguity more effectively.
For Leaders who want to avoid the “Too Many Chefs” Trap
1. Assign a clear execution lead
In every project, designate one person who has the authority to make decisions on the ground. Empower them publicly and step back once everyone is aligned.
2. Minimize overlapping Roles
Review your organizational chart and clarify who owns which responsibilities. If multiple leaders are guiding one team, establish rules of engagement or rotate leadership roles for clarity.
3. Adopt a “Servant Leader” mindset
Instead of constantly giving directions, ask your team what they need to succeed. Focus on removing obstacles rather than adding more instructions.
4. Practice inclusive, not excessive collaboration
Collaboration doesn’t mean everyone makes every decision. Create feedback loops that allow input without requiring unanimous consensus for every step.
Further reading and coaching for Better Balance
Books to Explore:
– “Multipliers” by Liz Wiseman
– “The Five Dysfunctions of a Team” by Patrick Lencioni
– “Radical Candor” by Kim Scott
– “It Doesn’t Have to Be Crazy at Work” by Jason Fried & David Heinemeier Hansson
Executive Coaching:
Professionals at all levels can benefit from working with a coach who navigates complex reporting structures, improves communication in hybrid teams, and develops influence without authority. Coaching can help both “chefs” and “cooks” understand their roles in improving team health and execution.
Cooking Up Clarity
Having smart, strategic minds in a business is a gift, but it can be harmful if they overshadow the execution layer. The best organizations balance vision with action, where strategy meets clear ownership, and direction empowers—not derails—delivery.
So, the next time your workplace feels like a Michelin-star kitchen with no one at the stove, pause and ask: Do we need another strategy meeting, or do we simply need to let the cooks cook?
Alexander Martinez
