| Managing a new and growing business requires a | | | | Business chiefs who cannot let go of the controls |
| vision far beyond what the average manager can | | | | often end up stunting their business; Opportunities are |
| even begin to comprehend or understand. This vision | | | | lost as too many controls deter any effective decision |
| may be the ingredient which separates a leader from | | | | making and exploitation of dynamic business trends. |
| a manager. | | | | Define Your Role |
| As the business grows, the top manager or the | | | | As head of a growing organization you need to define |
| founder/owners turn control freaks as they believe | | | | your role and role of all your managers. The owner |
| they need to nurture the business at each step of its | | | | CEO needs to help others to be productive and |
| infantile existence step lest it falls and fails. They turn | | | | manage better rather than to manage on their own. |
| perfectionists and involve in every aspect of business | | | | Once you see how effective your managers are, you |
| believing that they are the best and most capable to | | | | could cut back on your involvement in micro |
| run the business. This effectively kills emergence of | | | | management and focus on the broader aspects of |
| new leadership, throttling the business growth. | | | | growth and development. |
| Controls are also camouflaged as systems orientation. | | | | Take it Step by Step |
| Too much control spell the death of dynamic decision | | | | Once you decide to be less meddlesome, plan on how |
| making and ultimately blunting the competitive edge | | | | you are going to reduce your involvement day by day. |
| and operational efficiencies. Many of the early | | | | This will enable your managers to appreciate your |
| successes of the new business and a quick death | | | | intentions and respond to increased responsibility more |
| shortly thereafter are an indicator of too many controls | | | | positively. It would also help them to find their own |
| killing the initiative and creativity. | | | | footing and get accustomed to taking major decisions. |
| So the mentor and guide becomes the problem | | | | Trust Your Managers |
| instead of a problem solver. | | | | Trust and empowerment is the surest way to nurture |
| What should the owner/CEO do to avoid the the | | | | talent. When the manager knows that you trust them |
| control syndrome? | | | | to deliver, they would go that extra mile to keep the |
| Check Your Ego | | | | trust you have reposed on them. |
| As the CEO or Owner you believe you know best. | | | | Finally the leader has to realize that unless more |
| You also believe because it is your money at stake | | | | leaders are created one cannot grow. You can do |
| you have a higher interest and responsibility in | | | | only so much and if you want more you need people |
| protecting your own and stakeholder value. Most | | | | who can duplicate your own success. All business |
| owners or CEO's believe people working for them are | | | | growth depends on a vision of creating value for as |
| not as knowledgeable and involved as you are. Even | | | | large a group - include customers, employees, |
| the smallest of mistakes they make are blown out of | | | | shareholders, promoters, partners, vendors - as |
| proportion as an excuse to step in. In fact your | | | | possible if you really want to build an organization that |
| managers may know better how to run your | | | | would be a future legacy. |
| organization than you do. | | | | |