How a CEO Broke Free from Day-to-Day Operations

Learn: how a business owner, deeply involved in the company’s daily activities, managed to escape the grind.
Oleg Fishelev,
Chairman of the Board at "Unimatic," Yekaterinburg — Moscow
Oleg Fishelev graduated from the Faculty of Mechanical Engineering at Ural Federal University. In 2011, he joined his father’s company, "Unimatic," right after completing his studies. He started as a system administrator and later took on roles in logistics and accounting, eventually moving into management.
About a year and a half ago, the company experienced rapid growth. The newly opened Moscow branch took off, and the industrial sector became a national focus. The workforce grew by 50%, and sales surged fivefold. The team struggled to keep up, so I took on multiple responsibilities. I personally managed automation, oversaw CRM implementation, guided programmers, drafted procedures, and delved into financial management. Administrative duties also fell to me, and I started to feel overwhelmed, striving to meet the high expectations set by my father, the company’s founder.
The result was burnout, frustration, and constant stress. My work suffered, and I began making hasty decisions. My sleep was disrupted, and I was constantly tired. That’s when I realized I needed to hand over operational tasks to my team. In this article, I’ll share how I mastered the art of delegation.
Learning to Trust and Letting Go of Control
It took me six months to learn how to delegate effectively. Luckily, I had the right people in place, so I didn’t need to replace any top managers. However, it was still a challenge to step back. I started by training my team to handle tasks within their areas of expertise without seeking my approval. Gradually, I developed processes that didn’t require my involvement.
The Challenge of Letting Employees Go
One department had a team that had worked together for years, creating a strong internal culture. But as the company’s revenue grew, so did the workload, leading to conflicts. The department head wanted to replace some problematic employees, but I was initially hesitant, fearing the loss of key talent. However, I eventually gave him the authority to make the decision. He let go of the disruptive employees, and although it took time to find replacements, the department now operates smoothly, with a respectful and cohesive team.
Showing Genuine Interest in Employees’ Work
Effective delegation requires properly motivated employees. While praise is a great motivator, it needs to be genuine and thoughtful. Instead of just saying "good job," I ask about their work, showing real interest in their ideas and processes. When I’m short on time, I use "I-statements" like "I’m impressed!" or "I respect this approach."
Cutting Out Minor, Time-Consuming Tasks
Minor tasks and approvals were taking up too much of my time, so I made it a rule to avoid them. I found it more efficient to spend an hour creating a checklist than to waste minutes every day on repetitive explanations.
Adapting Leadership Style to Each Employee
I aim to tailor my leadership style to each employee’s development level. New hires need clear instructions and support, while more experienced employees require less oversight and can work independently. This approach helps each team member grow and excel.
The Outcome
By delegating financial and automation tasks, I freed up 85-90% of my time. Once I learned to trust my team, I realized they could handle their responsibilities even better than I could. This has allowed me to focus on personal growth: I’m now studying philosophy, hermeneutics, rhetoric, and even exploring game development in Unreal Engine. As a result, I’ve become more relaxed and confident about the future.