The CEO of a $1 billion startup at 48 years old: My secret to success is 'letting the best do their job'

Fawn Weaver isn't a boss who likes to interfere with her employees' work.

Uncle Nearest Premium Whiskey, founded by Weaver in 2016, became the fastest-growing American whiskey brand in history, achieving a $1.1 billion valuation in May, according to Forbes and the International Wine and Spirits Record.

Last week, Weaver stated in LinkedIn's "This Is Working" video series that the growth did not result from micromanaging.

Weaver stated, "I have two things that are widely known in the company: HBU, or highest and best use of time. If something does not align with my highest and best use of time, it typically does not reach me."

"If someone else can do it, then it should be done by someone else."

It would be more productive for Weaver to focus on high-level business responsibilities rather than micromanaging employees' work and dictating task completion methods.

"Weaver stated that micromanaging is ineffective. He built his company on intrapreneurs who take ownership of their jobs and descriptions, and he trusts them to do their best."

Mark Cuban's mindset is similar to Weaver's. Cuban wrote earlier this year that new employees need some guidance to understand company procedures and culture, but after that, they should be allowed to work independently. If you're constantly monitoring their work, something is amiss, he stated.

"Early micromanagement is necessary. Trust the process or fix what's broken if you always have to micromanage," Cuban wrote in March on social media platform X.

According to a survey conducted by Monster in August 2023, seventy-three percent of workers view micromanagement as the biggest workplace red flag, which leads to negative and anxious emotions, and forty-six percent of them would leave their job due to it.

To handle a micromanaging boss, it's best to over-communicate and anticipate their concerns or questions, according to Suzy Welch, a bestselling author and New York University professor.

"In 2019, she advised, "Demonstrate your expertise and integrity by providing evidence of your accomplishments. Keep others informed of your actions at all times. Minimize any potential surprises and above all, avoid making mistakes.""

Running a company is like "slaying dragons" for Weaver, and she believes that being a good boss involves placing the most qualified talent to handle other people's duties.

Weaver stated, "Only things that no one else can do come to me."

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