On Deepavali Eve, my partner called to inform me that it was happening again. I had texted partners and employees early in the morning and followed up multiple times. He reminded me of such a behavioral pattern in January, which resulted in an organization’s implosion, and almost all employees left.

I tried to explain my side — first, how the organization was chasing deadlines, and then how I was built. His point was that if the employees did not understand the importance of deadlines, they wouldn’t do it anyway. And some things, my friend, do take time.

Fact. That is just about right. If only, the organization could grow at everybody’s whimsical pace. I was the managing partner and therefore responsible for all facets of the organization. But sometimes, that is just the honorable name for a beast of burden. My other partners are smart, learned, and perhaps, even wise. They have their fries in the oven.

Here, I decided to step back. Well, that’s that.

I strongly dislike the term “silent partners.” These partners possess substantial equity in a company and usually have their positions due to passive support from a group of founders.

The managing partner and operating partners are supposed to run the show. The silent partners are to be just that — silent. So, I realized that when I rushed to seek help from them — their purpose of existence anyway — I was not getting the support I needed. But in review meetings, the remarks of dissatisfaction and innovating answers of why they are yet to be satisfied enough to contribute — they expressed that their contribution was a risk they would not take yet.

The load on me, the managing partner, has piled on as a result. There are deadlines because some transactions were coming to fruition. The complaint that the product was not there for fundraising is now gone.

The most frustrating aspect of their approach is their indifference and silence. From just seeking help, I am not sure if they want me to pray and beg, that I would not.

I operate from Chennai, which is about 300 km away from our office in Bengaluru. While Bengaluru is an attractive city, I can’t afford to relocate there. My wife prefers to stay in Chennai due to her familiarity with the area and the support network she has established here. My previous move to Mumbai was a disaster, so I am very cautious about considering another relocation.

We are well-equipped to work remotely. My business partner works from Mumbai and can effectively handle her responsibilities. The challenge we face is that, since we operate remotely, I rely on frequent updates from our employees to keep things moving forward.

When the updates are unclear and undefined, I have to get specific and more frequent updates and follow-ups.

I designed the roles of program manager and operating partner to oversee the business-as-usual processes. Initially, everything was going well; however, issues began to arise in January when deadlines started to be missed. I faced criticism for my aggressive follow-ups and for sending messages at inconvenient times. The program manager left, and a new team gradually settled in after a mass exodus. Currently, the team is still short three qualified candidates, and we have encountered challenges related to working capital during this difficult period.

I established a daily huddle mechanism in which I participated. The partner who advised me at the beginning of this process suggested that I step back. I handed over the assignment to the new program manager and stepped away from direct involvement. Since then, things have generally gone well. While there have been a few minor issues, the new team has come together effectively and is emerging as a cohesive workgroup.

Then, there are new operating partners who funnel their requests through me. The transmission of these priorities from working partners to the team is critical. This is the unaddressed space.

Why am I responsible? Because I don’t want anything to go wrong. If somebody understands the requester’s priority, then my job is done. Somehow, that is the reason for the current situation. However, it also brought forth, the challenge I posed.

Once again, I have the responsibility of setting the stage. Therefore, I have decided to take a step back.

Instead of making impetuous decisions or snap judgments, we must step back, sometimes, and grant ourselves time for slow thinking, allowing critical thinking to open deadlocks and clear up clouds dimming our journey.

― Erik Pevernagie (“The postman always rings twice”)

*Step Back and Observe: *

Stepping back means allowing myself to be for a while simply. I plan to remain quiet and inactive, letting time pass to observe how people collaborate without my involvement. This approach differs from my usual style. However, as a visionary and someone responsible for strategy and operations, I recognize my right to intervene if necessary. For now, though, I will hold my opinions and be discreet about follow-ups and interventions.

*Set Rules of Engagement: *

There will be a Category B, where the team can talk to their supervisors, which is business as usual. There will also be Category A, which deserves my time, attention, and decision-making. This will evolve into an informal mechanism that will slowly become an unspoken rule. This way, adoption will be more effective.

*Review and Support: *

There are already designated review time slots. I will focus on engaging with the team only during these times. I will ask for updates before meetings and minutes after. The team will run the meetings, and I will offer help only when needed.

*Give It a Month: *

Let’s try this out in November and share the results and learnings afterward. Why don’t we wait until then?