As small businesses grow, their founders often find themselves thrust into management roles—sometimes with little to no formal training. Those who have previously been managed might mimic what they’ve experienced, while others rely purely on instinct, doing whatever seems necessary to move the needle.
For entrepreneurs who have only ever worked for themselves—building their businesses hands-on—this shift can be especially challenging. Letting go of control, changing leadership styles and embracing a team-focused mindset doesn’t come naturally to everyone. Some take to leadership intuitively. Others stumble into the pitfalls of micromanagement or over-management.
The way a business owner manages—and how they empower others to manage—shapes the entire culture and growth trajectory of the organization. Below are two common management styles, and the leadership strategies that contribute to long-term success.
Doers vs. Leaders: Two Management Styles
The Doer
This manager does it all: controls every detail, makes every decision and treats team members as little more than assistants. If there’s a problem, they fix it themselves—whether it’s necessary or not.
While this approach may feel efficient in the short term, it creates bottlenecks, erodes trust and leaves employees disengaged. Common characteristics of ineffective “doer” managers include:
- Blaming the team when performance falls short.
- Undermining staff by overriding their decisions, which weakens authority and team morale.
- Taking credit for successes while avoiding responsibility for failures.
- Needing to be the center of attention, driven by ego rather than collaboration.
This style stifles employee growth, limits career development and makes it nearly impossible to build a loyal, empowered team.
The Leader
By contrast, the best managers lead—not by doing, but by guiding. They teach, coach, delegate and trust their team to take ownership of results. They only step in when necessary, focusing their efforts on empowering others rather than taking over.
Leadership-oriented managers tend to:
- Take responsibility for failures and use them as learning opportunities.
- Earn buy-in by trusting their team with real authority and responsibility.
- Celebrate the team’s wins rather than seeking personal recognition.
- Model excellence, sharing knowledge and developing others along the way.
- Encourage decision-making and risk-taking, and offer support even when things don’t go as planned—knowing that’s where growth happens.
These leaders inspect work regularly to ensure goals are met, but they also step back enough to let their people succeed on their own terms. They understand that trust builds confidence, and confidence builds momentum.
From Doing to Directing
Transitioning from being the one who does it all to being someone who leads the way is a challenge—especially for entrepreneurs who built their success on grit and hustle. But it’s a necessary evolution for any business that wants to grow beyond its founder.
True leadership isn’t about control; it’s about cultivating an environment where others can thrive. When you shift your focus from managing tasks to developing people, your business—and everyone in it—rises to a new level.
