Shelly Hod Moyal

Learning to Be Led — I

I think a lot about leadership, but lately I’ve been thinking more about how to become better at being led, something I’m still learning.

When Mor and I founded iAngels, I didn’t set out to become a manager. But as it grew, being Co-CEO meant leading people. At first, I had a hard time letting go of control. I thought being responsible meant being involved in everything. This could easily result in 18 iterations on one email, which naturally didn’t serve me or the company.

So I learned to let go. First of tasks, then work-streams, and eventually much more. I was surprised to discover that quite often people did things differently but better.

Recently, I stepped down as Co-CEO of iAngels while remaining 100% involved as an investor. I had to learn another version of the same lesson: how to stop being the person who calls the shots in a company I co-founded and still think of as my baby.

Mor and I are two loving friends, inherently different but equally dominant, who built a business I love and am so proud of. For some time now, I’ve had a yearning to let go of titles. I want to contribute where I genuinely add value without the need to be the one leading unless necessary. We have an incredibly talented team at iAngels with an extremely strong CEO, Mor.

I’m learning the same thing as a parent. Last year my 13-year-old daughter, Mila, wanted to leave her demanding school for one with looser standards. “Mom, I want to have fun. I want more free time. But I know you wouldn’t make the same choice.”

She was right. “I wouldn’t make the same choice. But that doesn’t mean it isn’t the right choice for you. You’re growing up, and I trust you to start choosing your own path.”

I’m realizing that part of raising independent, happy children is releasing them from the expectation to make me proud. I want to tell them what I think, help them analyze their situation as objectively as my consciousness allows, and then give them the freedom to decide.

I take the same approach in the boardroom with founders I’ve invested in. Less personal, but often just as challenging.

If we want other people to lead well, we have to give them room to do it.