Avoiding micromanagement

[Berry]

I'm all too familiar with the pitfalls of micromanagement, but since starting a business is so personal, how do you avoid it? I wouldn't say I'm a control freak. I just know what I envisage, and I'm concerned I'll be breathing down the necks of everyone who's working for me to make sure it all goes according to plan.

[James]

Totally get where you're coming from! When it's your business, it’s hard not to have a hand in everything – after all, you’ve got the vision, and you want it done right. One thing that helps is hiring people you trust and setting clear expectations upfront. Giving them the freedom to figure things out can actually lead to better results (and save you a ton of stress).

Also, instead of overseeing every little thing, maybe set up regular check-ins – that way, you stay in the loop without hovering. Any specific areas you’re finding hard to let go of?

[Harper]

It's difficult, isn't it?  Especially when it feels like your baby is on the line.  I took my time in seeking out help.  I hired a family member first, which some might say has it's own pitfalls, but I think that's a load of tosh.  If you get on well and have the same communication style, then it works out nicely.  I avoid micromanaging because I have someone I trust. 

[Harry]

Great discussion here!

@Berry – Totally understand the struggle. When you’re building something from the ground up, it’s hard to step back and let go of the details. But as you've already recognised, micromanagement can stifle both your team and your own ability to focus on the bigger picture. One thing that might help is setting clear expectations and defining success upfront—this way, you're not watching every move, but you're still ensuring things align with your vision. Have you thought about using project management tools or delegation frameworks to make this easier?

@Harper – Hiring a family member is definitely a debated topic, but I agree—it comes down to trust and communication. If it works, it works! That foundation of trust probably makes it easier to step back and not micromanage. Do you think you'd follow the same approach as you scale, or do you see a point where you’ll need to bring in outside talent?

A mix of trust, clear expectations, and structured check-ins seems to be the sweet spot. I’ve also found that setting up milestone-based accountability rather than day-to-day oversight keeps things moving smoothly while giving the team space to work.

Curious to hear if anyone else has tips on this—especially for those who've scaled teams successfully!

Kind regards,

Harry