The Adventures of Lee The SME Owner - 19.
Chapter 19 - Stepping Back, Letting Go
As Lee sat at his desk, staring out at the familiar hum of the yard, he couldn’t help but feel conflicted. He had spent years building this business, pouring himself into every detail, every decision. Now, as he and John worked through the exit plan, the hardest part wasn’t the numbers or even the future of the company—it was the idea of stepping back. Even slightly letting go of the reins was a stretch for him, not because he didn’t trust his team, but because it meant embracing the unknown.
The thought that his management team could manage without him stirred something deeper than he had expected. If they did well, what did that mean for his role? If they thrived without his constant oversight, what did that say about the past thirty years? It was a troubling thought, but Lee knew that, scared or not, he had to push forward. His exit plan depended on it.
John had been coaching him through the process, helping him see that letting the team step up didn’t diminish his contribution to the business. It was, in fact, a testament to his leadership that the company could thrive beyond his direct control. Still, letting go was easier said than done.
The Team
Lee had a solid management team, but each member came with their own set of challenges.
Bill, his Operations Manager, had been with the company for ten years and was capable of running the day-to-day production. However, Bill had a temper. When things didn’t go smoothly, he had a tendency to get angry and treat people harshly. His aggressive approach often created tension, even though his results were generally solid. Lee worried that if Bill didn’t learn to manage his temper, it could affect the morale of the team.
Susan, the Administration Manager, had been a cornerstone of the company for twenty years. She knew the systems inside and out and often stepped in when Lee was away. The problem with Susan was her resistance to change. She was deeply attached to the old way of doing things and had a habit of quietly sabotaging any attempts at modernisation. When Lee had tried to introduce new software or systems, Susan had a way of making them disappear into the ether, effectively halting progress.
Tracey, the Sales and Marketing Manager, was exceptionally personable and great with clients. She knew the product inside and out and had built strong relationships across the industry. The issue with Tracey was that she had a habit of over-promising and under-delivering. When mistakes were made, Tracey was quick to cast the blame on others, which created friction with the rest of the team.
Each of them was talented in their own right, but they all had significant flaws. It wasn’t that Lee didn’t trust them to do their jobs—it was the fear that their quirks could derail the business without his constant oversight.
The Conversation
John, ever the voice of reason, had helped Lee reframe his thinking.
“Look, Lee,” John had said over coffee, “there’s no such thing as the perfect person for the job. Everyone has their quirks, their weaknesses. Even the very best people have room for growth. The key isn’t to try and replace them or fix all their flaws—it’s to provide them with opportunities for improvement. We can coach, mentor, and train them to be better leaders.”
Lee nodded, sipping his coffee. “It’s not that I don’t trust them, John. It’s just... if I step back, I’m afraid things will fall apart. Or worse, that they won’t need me at all.”
John smiled. “That’s a common fear. But what if, instead of thinking about them not needing you, you framed it as them growing because of you? You’ve built a solid foundation—now it’s time to let them show what they’re capable of. They’re not perfect, but neither are you or me. The goal is to help them grow into the roles they need to fill.”
Lee sighed. “Bill’s temper, Susan’s resistance, Tracey’s habit of shifting blame... it’s hard to see past those flaws.”
“And that’s why we provide growth opportunities,” John said. “Training, coaching, mentoring—these are the tools to help them improve. They’re all valuable, but we need to give them the chance to show they can change. If they resist growth, then we can have a different conversation. But let’s give them the opportunity first.”
The Plan
With John’s guidance, they put together a plan for each member of the management team:
For Bill, the focus would be on leadership development. John suggested enrolling him in a leadership coaching program that specifically addressed emotional intelligence and team management. Bill needed to learn how to manage conflict without resorting to anger, and this was an area where mentoring could make a huge difference.
For Susan, the approach would be twofold. First, Lee and John would work with her to help her see the benefits of updating systems and modernising the business. She needed to feel ownership over the changes rather than seeing them as threats. Additionally, they would provide training on the new systems to make her more comfortable with the updates, helping her move past her passive resistance.
For Tracey, the plan involved a combination of accountability and coaching. Tracey needed to understand the impact of over-promising and deflecting blame. Lee and John would set clearer expectations for her, giving her specific targets to meet. Alongside that, she would receive coaching on how to manage client expectations realistically and take responsibility for mistakes.
Moving Forward
Lee knew that pushing his team to step up would be a challenge, but he also realised it was necessary for the business to grow—and for him to step back. It wasn’t going to be easy. He still felt a pang of fear every time he imagined letting them make decisions without him. But John’s plan gave him some comfort. This wasn’t about abandoning the team—it was about helping them grow into their roles, and perhaps surprising him with what they were capable of.
As the months progressed, Bill showed real improvement in managing his temper, thanks to leadership coaching. Susan, slowly but surely, started to embrace the new systems as she realised they would make her life easier in the long run. And Tracey, with some clear boundaries and accountability, began to deliver on her promises more consistently, learning to own up to her mistakes.
Lee wasn’t ready to fully let go yet, but he was beginning to see that stepping back didn’t mean stepping away. And as the team grew more confident in their roles, Lee realised that maybe—just maybe—they were going to be fine after all.
And that, for Lee, was both reassuring and, in its own way, a little bittersweet.