Managing a new and growing business requires a vision far beyond what the average manager can even begin to comprehend or understand. This vision may be the ingredient which separates a leader from a manager.

As the business grows, the top manager or the founder/owners turn control freaks as they believe they need to nurture the business at each step of its infantile existence step lest it falls and fails. They turn perfectionists and involve in every aspect of business believing that they are the best and most capable to run the business. This effectively kills emergence of new leadership, throttling the business growth.

Controls are also camouflaged as systems orientation. Too much control spell the death of dynamic decision making and ultimately blunting the competitive edge and operational efficiencies. Many of the early successes of the new business and a quick death shortly thereafter are an indicator of too many controls killing the initiative and creativity.

So the mentor and guide becomes the problem instead of a problem solver.

What should the owner/ceo do to avoid the the control syndrome?

Check Your Ego

As the CEO or Owner you believe you know best. You also believe because it is your money at stake you have a higher interest and responsibility in protecting your own and stakeholder value. Most owners or ceo