Letting go is hard.
In less than 30 days, I’m expecting a baby boy. At the same time, I’m in the thick of building a new product for my users at GoDaddy. There’s so much I want to accomplish, but the reality is that time—especially my time—is limited.
Last week, I met with my team to review where the product is headed. We discussed what’s been committed to launch before a conference where we’ll be showcasing it, as well as what’s still in the exploration phase that needs validation before moving forward. It was a necessary conversation, but also a challenging one, because I knew it marked the beginning of handing things off and stepping back.
Letting go of control, whether it’s over a product or a personal project, is not easy.
Trusting the Process (and Your Team)
Delegating isn’t just about assigning tasks; it’s about trusting the people you’ve chosen to carry them out. My team is made up of incredible professionals, and I know they’ll do great work. Still, it’s a mental adjustment to not be involved in every detail.
Here are some of the takeaways I’ve had from this handoff process, and from delegating in general:
- Don’t Be Overly Prescriptive
It’s tempting to give step-by-step instructions, but doing so can stifle creativity and ownership. Instead, I’ve learned to provide a clear vision and goals while allowing my team the freedom to explore and tackle challenges in their own way. Often, their perspectives lead to insights I wouldn’t have considered. - Give Just Enough Guidance
Handing off work doesn’t mean disappearing entirely. Providing enough context and direction to get them started ensures they’re set up for success without micromanaging the process. - Foster Ownership
Letting your team solve problems independently not only makes the job more enjoyable for them but also pushes the project further. People do their best work when they feel trusted and empowered.
Lessons from Life and Products
This process of stepping back reminds me of what’s ahead with my son. Just like raising a child, building a product doesn’t require you to hover constantly. You have to let it grow, evolve, and explore—even when you’re not there.
I don’t want to be a helicopter parent or a helicopter product manager. My goal is to set a foundation, provide support, and trust the people—and processes—I’ve invested in to do great things on their own.
Looking Ahead
As both my family and this new product grow, I’m embracing the discomfort of letting go. It’s not easy, but I know it’s necessary for both to thrive. Whether it’s a baby or a product, sometimes the best thing you can do is trust in the foundation you’ve built and watch it flourish.
What are your thoughts on letting go—whether in life or work? Share your experiences; I’d love to learn from them.
Until next time,
Nealey
