Hospital Management System

“Letting Go…”

I had always read that for founders, “letting go” is a problem. I too am experiencing it! The Product, Customer Care and Sales would all have been built with so much of sweat, blood & toil, it’s too difficult to cut off and hand off to another person.


  1. Product: The product would have been built with years of effort, balancing innovation, robustness and UX. Will the same standards be maintained if I take my eyes off it?
  2. Customer Care: This is a double-edged sword. On one hand, you need to listen to customers to understand their problems, but you also need to know when to say “No”. If you listen to everyone, it may end up becoming a project instead of a product.
  3. Sales: There is a whole gamut of activities leading to Sales. How do I build the team to understand the cycle and pass on all my knowledge gleaned from various sources (my mistakes, books, mentors, fellow entrepreneurs…)

As a lone founder, I was balancing all the 3 and driving things. How do I break it down it into 3 different parts and hand off to 3 or more persons?

The usual worries that I have are

  • Will the next person I delegate this to have the same passion as me?
  • What if it gets messed up ?
  • Customers still continue to reach out to me. How do I redirect them to another person?
  • How do I drive the sense of urgency across without actually doing the role?
  • Will I be able to resist the urge to jump in at the first sign of a crack?

Here’s what I am doing:

  1. The reality is one has to let go to build a scalable organisation. One has to brace up to this reality to grow the organisation.
  2. Communicate to the team the new roles they will need to grow-up to in the coming months. Attempt to do this first, with the least riskiest of roles and work to make it a success.
  3. If few roles/processes have stood the test of time for sometime, it may be a good candidate to Let-go or Delegate.
  4. Define the outcomes clearly and allow the person to deliver the results in his/her style.
  5. Do not jump in at the first sign of a crack. Help them to pick themselves up. Sometimes allow them to fail and learn from the mistakes.
  6. Do some important meetings jointly for them to understand different contexts of dealing with different challenges. Continue to do so, till they can do it independently.

This is still a “Work in Progress” task as I “Let go..” of my apprehensions to take HealthMacro to its next stage of growth. Stay tuned!

This is the fifteenth part of a series by the author. Find the previous post here.

Diagnostic Lab Software

[About the Author: Shashi Bhushan is the Founder & CEO of HealthMacro Technologies. He plunged into entrepreneurship to explore his dream of building something that touches people’s lives. HealthMacro were TiE’s AnthahPrerana2013 winners. He can be followed on twitter at @ShashiBhushanHR]