I had the same question. In that case, the root of the issue was that the crash broke the key assumption that the CEO was operating on: that the company's growt

I had the same question. In that case, the root of the issue was that the crash broke the key assumption that the CEO was operating on: that the company's growth in revenue and headcount would continue at current rates. Delegating the to someone else to quickly find a new office doesn't fix the problem that history broke the CEO's own preconditions. I think the CEO's overall point is still valid, but in a different way. If you are a leader with substantive responsibilities, you'll get tons of "bad feelings", and some subset of them will turn out to be real problems. One sign of a good leader is how accurate they are at predicting which ones are real problems. This is one place where experience matters a lot, because experience (applied well) helps a lot to translate the bad gut feeling into targeted investigation.