The grip that strangles growth.

Our idea of work is still shaped by the Industrial Revolution. Back then, output was tied to time. Nine to five made sense when the work was physical and measurable.

Mental work never fit that system. Thinking doesn’t show up in units. But founders still try to measure it the same way. They overcompensate by controlling everything. The more visible their involvement, the more it feels like progress.

But control doesn’t equal productivity. It slows teams, blocks decisions, and leaves founders exhausted. A founder who insists on signing off every detail isn’t protecting the brand, they’re bottlenecking it.

The brands that last aren’t run by founders who outwork everyone. They’re run by founders who outthink everyone. That means putting energy where it counts; vision, values, and story. Trusting others with the rest.

It’s not about packing your day to feel useful. It’s about knowing which moments of thinking actually move the business forward. Without that discipline, you burn fast and fade quickly.

Sit with:

Where am I measuring my value in hours instead of impact?

What parts of the business am I clinging to just to feel productive?

If I worked for endurance instead of output, what would shift?

Are you building a brand for the marathon, or burning it out in the sprint?

Let’s talk.

Ian Adams, Founder the little red sofa

Before founding the little red sofa, I led strategy and creative for brands like Jeep, HSBC, and Unilever at top global agencies and in-house teams across 8 countries. Now I work with founders to turn brand clarity into sustainable growth.