SINGAPORE (Jan 29): In their early stages, start-ups generally pay less and provide fewer employee benefits than companies in the corporate world. However, they still attract their share of talent, as start-ups typically offer a vital environment that allows for exponential learning and development. But what happens when a venture founder turns out to be a micromanager? It can kill morale, growth and, soon, the start-up itself. Having co-launched more than 20 start-ups, I have seen it first-hand.

On the flip side, empowerment — the opposite of micromanagement — can lead to exceptional results. For instance, I observed a Japanese gaming start-up, Bank of Innovation, as it grew from 80 to 200 employees from 2013 to 2014. Senior management achieved this growth by empowering a diverse group of people, hired specifically for their lack of significant experience.

Their bet? That people unaware of the industry constraints would surpass those limits without even knowing.

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