# Guidance for Scaling - Reversible vs. Irreversible Decisions

DevFeed: [Guidance for Scaling - Reversible vs. Irreversible Decisions](<https://devfeed.tech/articles/guidance-for-scaling-reversible-vs-irreversible-decisions-41227.md>)

Original publisher: [Read original article](<https://www.craigkerstiens.com/2021/12/29/Guidance-for-Scaling-Reversible-vs.-Irreversible-Decisions/>)

Author: Map

Published: 2021-12-29T21:30:56Z

Content type: opinion

Language: en

Sources: [Craig Kerstiens](<https://devfeed.tech/sources/craig-kerstiens.md>)

Topics: [scaling](<https://devfeed.tech/topics/scaling.md>), [Product Management](<https://devfeed.tech/topics/product-management.md>)

Tags: [founders](<https://devfeed.tech/tags/founders.md>), [growth](<https://devfeed.tech/tags/growth.md>), [hiring](<https://devfeed.tech/tags/hiring.md>), [leadership](<https://devfeed.tech/tags/leadership.md>), [philosophies](<https://devfeed.tech/tags/philosophies.md>), [scaling](<https://devfeed.tech/tags/scaling.md>)

## AI overview

The article advises founders to empower newly hired functional leaders instead of micromanaging them. It recommends clearly communicating priorities and distinguishing reversible decisions from irreversible ones while scaling a business.

## Source excerpt

Was having a conversation with a founder earlier today and the topic of hiring functional leaders came up. I offered one of my common pieces of advice which was don't hold the reins too tightly once you hire them. It's something I see happen over and over to first time founders. You hire a new VP of Product and then still continue to oversee so much of the product process yourself. It is understandable, it's your baby, you've spent years building it to this point, they don't love it the same way you do. The likely outcome is your new VP of product won't find success. They'll feel they're not able to execute on a vision of their own. They'll feel micromanaged. Even the smallest decisions they'll feel aren't fully theirs and get second guessed. Perhaps you could do it better, that's not necessarily the question. What you're focused on is growing and scaling, this is the reason you hired them. So how do you do this without the business careening off tracks? Well first, empower them to make decisions, but beyond that there are a few things you can do so you feel more comfortable entrusting them with their functional area. Communication is key First, clearly communicate your priorities and thought process. This doesn't mean tell them what to do, but priorities... Bob Iger states it as "You have to convey your priorities clearly and repeatedly. In my experience, it's what separates great managers from the rest". I couldn't immediately find the reference, but recall reading that he started each week with his execs communicating his top 5 priorities across the company. This gives you a line of sight into the leadership's thinking. This could be as simple as: I'm worried about our pipeline for next year I'm worried about retention and how it affects long term growth I'm worried that we have the tech stack to scale for next 3 years Something similar to that last one came up in the conversation, which led us down a brief conversation of reversibles and irreversibles. In product