LEAVING OPERATIONAL MANAGEMENT WITHOUT STRESS: HOW AN ENTREPRENEUR CAN FIND NEW GOALS

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Five years ago I stepped away from the operational management of my company, even though I’d been deeply immersed in it for over twenty years. Leaving was painful—there was so much unknown, a constant sense of guilt, a temptation to return to the “comfort zone” of operations, and a lack of understanding about how to fill this unusually ample free time constructively.

If I had someone by my side, who had gone through something similar and could give me guidance, perhaps, the transition would have been easier. But I had to go through it all on my own, collecting my own “battle scars”—and along with them, experience. Now, I eagerly share this experience with other entrepreneurs ,who feel stuck in operational management, sensing life passing them by but struggling to take the decisive step. What do we talk about?

ABOUT PAIN AND PURPOSE

Typically, those I speak with, are mature entrepreneurs in every sense. These are successful, financially secure individuals, whose businesses have been running for over fifteen years. So, what could be bothering them? Stagnation, lack of personal growth, monotony. Work consumes all their time, leaving no room for health, learning, hobbies, personal life and other elements of a balanced life—what I call “the ingredients of the stew of life” in my book, The Happiness System. I knowtoo well the pain of constantly waiting for happiness to be “around the corner” after the next contract or million. Meanwhile, there’s an endless cycle of numbers, processes and dissatisfaction with results—and oneself, responsible for them.

Happiness doesn’t come on its own—it must be pursued, but not in meetings or by reviewing reports. This pursuit requires time, set aside specifically for this unusual activity for a Ukrainian entrepreneur. I prepared carefully for my exit from operational management, and eventually, I did step away. My experience taught me, that a sudden exit is not advisable, especially if you’ve been in the thick of operations for over 15 years. Reducing your working time must be done gradually. For one entrepreneur I mentored, our first goal was to reduce his working hours to three per day. The next step would be a complete exit from operations, but only once he got used to the new work rhythm.

THE PASS TO THE GOAL

A seemingly simple goal requires careful thought and preparation. The first step is to analyze the typical workday of an entrepreneur, creating a “map” of tasks. This map will reveal where time is going and which tasks are clearly below their level. Without this groundwork it’s hard to see how many minor and insignificant tasks fill up a workday. By handling such tasks for others, you deprive your team (especially top managers) of autonomy and responsibility. Time auditing helps avoid “managerial schizophrenia,” where the whole day is busy, but the results are unclear. The next step is to delegate non-core tasks to subordinates. A business owner is left with fewer tasks, but they are focused on key issues and strategy. There’s a nuance—some “delicious” tasks are tempting to keep for oneself. I call these “treats.” Everyone has their own.

TREATS

For some, “treats” are finances; for others, it’s sales or personal contact with clients. Some feel the need to stay the “father figure”, everyone comes to for advice or problem-solving. These tasks are personally fulfilling and reflect a desire to stay “in the loop.” Strategic planning, in particular, is a common temptation; everyone wants to help shape the big picture. Planning is indeed thrilling—I used to feel that way. I’d want to tweak something here, add something there: “Let’s do this, let’s explore that.” But at some point, I realized ,that meddling in processes adds chaos, distracts the team and leads us off course. Letting go of these tasks is challenging but essential to stepping away from operations. Relinquishing control is hard, but mature management requires a conscious choice: where your involvement is truly needed and what can—and should—be delegated. Ideally, “treats” should fit within the “three-hour workday” goal and not slow down the team.

ABOUT HOW TO FILL FREE TIME

I vividly remember my first “operations-free” day. For nearly three years I prepared my company for my departure. And then the day came: it was 10 a.m., my phone was silent and I was in my robe and slippers, with a glass of ice-cold champagne, sitting on the couch, listening to soft jazz and enjoying myself. Then I took a walk around the neighborhood, had lunch at a restaurant, went home and napped, watched a series, then had dinner with friends, and the dinner turned into a lively party. That was the week. Then, the guilt kicked in, partly for “wasting time,” and the urge arose to return to the company and “set things right.” But that’s a false reason. The truth is, after years of hard work, I didn’t know what productive use to make of my free time. I invested it in learning, creativity, hobbies, building my personal brand, health, and cultivating a quality social circle—a conscious effort to “train” my own happiness. But it took a long timeand ,honestly, I’m still working on it.

With those, who come to me for advice, we talk about business only about 30% of the time. The rest of our conversation is devoted to those ingredients of the “stew of life”, that are missing in their lives while they pour everything into their company. How to fill free time, that will inevitably appear so as not to feel guilty, degraded, or lost? Free time quickly fills with random activities, like an empty shelf fills with various clutter. It’s hard to “cook the perfect stew” immediately, but step by step, it’s achievable. Start, for example, with health: detox, exercise, walks. Entrepreneurs are used to discipline and nothing instills discipline like regular physical activity. Improved health brings a powerful surge of energy. And energy brings ideas and inspiration. Graduallythe empty space fills with activities, that add color to life and people , who share your new interests.

Often entrepreneurs are limited by a random social circle: a few old friends, colleagues. But to have a full lifeit’s important to be among those, who support you in the present, not just those, who were around in the past. Within a few months new acquaintances will appear, filling life with enjoyable, constructive interaction and helping you move forward. This flywheel starts slowly, but it gains incredible momentum.

Looking at my life now and five years ago, I see a huge difference, particularly in my mindset, my scale of thinking, my sense of happiness and my ability to experience it unconditionally, even in times of global crisis. Ukrainian entrepreneurs are not only daring, creative risk-takers but also very persistent and self-confident people. But, as one of them, I’ll say this: a true leader always questions himself and seeks a teacher. When the student is ready, the teacher will appear. And vice versa.