Alvin Huang on Avoiding the ‘Sh*tshow Supervisor’ Role

In a recent LinkedIn post, Alvin Huang discusses the common leadership pitfall of unintentionally becoming the “Sh*tshow Supervisor,” a role characterized by being overwhelmed with every problem and decision within a team or organization. Huang clarifies that this role is rarely sought after but often evolves organically as a business grows and faces increasing demands.

Huang highlights that this situation is not a reflection of poor leadership or personality flaws, but rather a symptom of underdeveloped systems. He writes:

“The root is a lack of systems that would’ve stopped this happening in the first place.”

To combat this tendency, Alvin Huang outlines several actionable strategies for leaders to implement, ensuring they remain effective leaders rather than becoming overwhelmed executors.

Establishing Clear Ownership and Accountability

A core tenet of Huang’s advice is the importance of non-negotiable ownership. He stresses that every task, project, and decision must have a single, clearly defined owner. Shared ownership, in his view, effectively becomes no ownership at all, leading to diffused responsibility and potential chaos.

“Every task, project & decision needs ONE name attached to it. Shared ownership is no ownership.”

According to Huang, this clear assignment of responsibility is foundational to preventing issues from falling through the cracks.

Implementing Systems for Early Problem Detection

Huang emphasizes that much of the chaos leaders face is predictable if systems are in place to catch problems early. He advocates for building a culture where raising concerns is normalized and seen not as a weakness, but as a proactive measure. Furthermore, he suggests leveraging technology, including AI-powered dashboards, to monitor data and identify potential issues before they escalate.

“Most chaos is predictable. It just never gets flagged until it’s too late.”

As Alvin Huang notes, proactive identification of problems is crucial for maintaining operational efficiency and preventing crises.

Empowering Teams to Solve Problems

Another key piece of advice from Huang is for leaders to stop being the default answer to every question. He argues that if a team consistently brings problems to a leader without potential solutions, the leader has inadvertently trained them to do so. Instead, Huang advises leaders to prompt their teams by asking, “what do you think we should do?” before offering their own input.

Defining and Documenting Standards

Huang also points out the value of clearly documenting what success looks like. He asserts that Standard Operating Procedures (SOPs) are not mere bureaucracy but essential tools for preventing recurring problems. By defining standards upfront, leaders provide a clear benchmark for performance and execution.

Avoiding Over-Involvement in Execution

Finally, Alvin Huang advises leaders to “get off the tools.” If a leader is spending their time on tasks that can be delegated or executed by others, they are not leading effectively. In such cases, Huang suggests, the leader is functioning more as an “expensive executor” than a strategic leader.

In conclusion, Alvin Huang’s insights on LinkedIn underscore that avoiding the “sh*tshow supervisor” role requires intentional effort in building robust systems, fostering accountability, empowering teams, and maintaining strategic focus. Without the right infrastructure, as Huang warns, leaders risk drifting into an unsustainable and ineffective position.