One of the most challenging things that you must do as a business leader, in order to ensure success for your company, is to emotionally detach as the business grows. I found it much easier to do in the corporate word than as a bootstrap entrepreneur. However, failure to detach results in you stymieing the progress. You become the bottleneck in the business.

Right now the three companies that were created as proof points for Zig Zag Principle are in a very interesting and important transition periods.

       Frog Hair, a company ran by Curtis Blair, is in the process of dramatically expanding.

       A second business, ran by a team of teenagers is zig zagging to adresses market changes. This is a very powerful group that I’m extremely attached to.

       Golden Zephyr is a company ran by a group of moms. Oh how I love my mom team. These woman are zig zagging as they grow and add additional mometization methods. 

I’m so vested in each of these teams and the companies they are running. I so badly want to see these three groups succeed that my instant tendency is to want to jump in and rescue and advice and get involved at every turn.

Yes as a business owner, you have to be there at critical points—but it reaches a point after you zig zag and you’re on your second zig that you have to morph into a manager and avoid the day-to-day working of the teams.

I’ve compiled a list of seven things that you must do in order to succeed at this delicate, yet necessary detachment.

1.     Create a structure that allows detachment.

2.     Very clearly define a level of authority.

3.     Set up a line of return and report. There must be a communication sequence and an opportunity for the team members to report both individually and as a group.

4.     Clearly establish the boundaries so everyone knows the level of expectation as well as when you’ll engage and when you won’t.

5.     Clearly vet out those that you’ll be mentoring and those that will be doing the direct reports. The reality is that we all have different stages of development. It’s important that the people who are reporting to you feel comfortable taking on that level of responsibility. Likewise you must have faith in the mentee so that you’re not continually being tempted to step in. It’s critical to get the right person in this role.

6.     Redefine what failure means. You have to allow individuals here to fail. Failure is often a learning experience. Even though you could have jumped in and rescued something—when you look at failure as a learning opportunity, then you’re in a better position to mentor.

7.     Learn how to feel the emotion without reacting. In other words, you’ve built a structure to detach; now you’ve also got to build a level of emotional detachment. Last week one of my close friends and team members actually thanked me for backing off and allowing the growth that has taken place.

The reality is that kids grow up. The way we give them more responsibility and growth as they become adults is to give them more latitude and growth and ability to make decisions. The same things are true in our businesses.

We have to learn how to:

       Emotionally and physically detach a little bit.

       Allow a scale element to take place.

This is how we foster the ultimate success in the business.