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When you build a business that can operate with and without you, you gain more than personal freedom.
Stephanie Camarillo, an Entrepreneurs’ Organization (EO) member, is a keynote speaker, retreat host, and self-described “Freedompreneur and Transformation Guide” dedicated to helping transformational leaders uncover their potential as the founder of Shine Leadership Ventures. Camarillo shared how she built a business that can function without her and, simultaneously, discovered new ways to empower her team.
I’ve spent nearly two decades building a business that would give me financial freedom and time independence. But my definition of freedom has evolved in unexpected ways through my entrepreneurial journey.
Early in my career, a well-meaning colleague advised me to maintain tight control over every aspect of my business. “If you want something done right, do it yourself,” they said. That mindset may seem prudent at first but can quickly become the biggest barrier to the very freedom you are seeking.
The pyramid of trust
Letting go isn’t about blind trust. It’s about creating systems that function without your constant supervision. Think of it like building a pyramid—the foundation is solid operational systems, the middle layer is the right people in the right roles, and the top is that strategic vision that gives everything direction.
When I first acquired my cleaning business franchise, I tried to do everything myself, from cleaning houses to managing employees to handling finances. When you do that, you get trapped in the belief that your direct involvement is essential to success. But that approach keeps you working in the business rather than on it.
True freedom emerges when you shift your focus to building a sustainable structure. That doesn’t mean abandoning responsibility. In fact, quite the opposite. It means taking full responsibility for creating an environment where others can excel and learning how to empower your team.
Look for the spark
The entire management team in my business started as house cleaners. Most don’t have college degrees; some don’t even have high school diplomas. Look beyond traditional credentials to find that special quality that can’t be taught—what I call the spark.
When you look for that spark, you can gradually teach and empower employees to really own their positions. You can help them see the bigger picture—why they’re doing what they’re doing, and what impact they’re having.
This approach can transform your company’s culture. It allowed us to grow into an award-winning business. What I’m most proud of aren’t the accolades but that our employees are supported in their lives and in their jobs. By aligning the company’s benefits programs with their aspirations, we’ve witnessed incredible journeys, like a house cleaner with only an eighth-grade education watch her daughter get accepted into Stanford University. This type of achievement speaks to the mission of creating true freedom for your team.
A recent Deloitte study revealed that 79 percent of employees who trust their employer are more motivated and less likely to leave, showing how trust directly impacts both morale and retention. You’ll see this play out first-hand in low turnover rates and the dedication your team shows every day.
Course correction without micromanagement
Letting go doesn’t mean abandoning oversight. It means establishing clear expectations, providing resources for success, measuring results through meaningful KPIs, and creating incentives that align with your business goals.
When things don’t go as planned—and they often don’t—learn to course-correct without reverting to micromanagement. Sometimes that means having difficult conversations. As a leader, remind yourself that you are the ultimate responsible one, which requires the courage to step in when necessary.
Years ago, I discovered a trusted employee had been dishonest. It was devastating. While many advised me to fire her immediately, we chose to try to restore our working relationship. We documented the issue, had her acknowledge it in writing, and created a path forward.
It wasn’t about blind trust but about recognizing that people are complex. Sometimes the best course of action isn’t the most obvious one. Five years later, that decision has proven sound, though it serves as a reminder to remain vigilant about the systems that protect the business.
From manager to strategic leader
The greatest freedom comes when you transition from being a hands-on manager to a strategic leader. Today, I opt to review KPIs with my manager instead of being in the office daily.
This shift didn’t happen overnight. It required:
- Finding and developing key people who understand both your operations and your values.
- Creating clear guidelines and guardrails so everyone knows what’s expected of them.
- Measuring outcomes rather than activities.
- Building a culture in which honest dialogue and feedback flow freely.
When you face roadblocks or are not getting something done, that’s the signal that it’s time to delegate. What worked for me won’t necessarily work for everyone else. Entrepreneurs are big-picture thinkers who thrive in fluid environments. Recognize that detail-oriented people with different strengths are essential to your success.
The ultimate freedom
The ultimate paradox of entrepreneurial leadership is that the more responsibility you’re comfortable handling, the more freedom you can achieve. By building systems that don’t rely on your constant presence, you create space. Letting go allows you to empower your team. It isn’t about blind trust. It’s about creating systems that function without your constant supervision for strategic thinking, new opportunities, and personal fulfillment.
It’s stunning to realize that organizations built on trust can outperform their peers by up to 400 percent—an astonishing figure that validates what I’ve seen play out in my own business. When you genuinely invest in your people and develop trust-based systems, the ripple effects go far beyond what any spreadsheet can capture.
Today, I’m no longer the face of my company. Yet it continues to thrive. The true leadership now comes from my team. That allows me to spend extended periods in Italy, mentor other entrepreneurs, and focus on creating transformative experiences that help people find freedom in their own lives.
Real freedom isn’t about escaping responsibility. It’s about embracing it fully. When you empower your team and build a business that can operate without you, you gain more than personal freedom. You create environments where others can discover their own potential and build their paths to freedom, too.
This post originally appeared at inc.com.