This conversation started with a LinkedIn post, a hot take.
Melissa Zehner, fractional Head of Organic and longtime in-house marketing leader, wrote:
“I’m gonna say the thing the in-house marketers are afraid to say:
The founder shouldn't be involved in every little detail of marketing.
And the marketing team shouldn't be required to get the founder's approval before every asset goes live.”
She went on to call out the behaviors that quietly crush creativity and stall progress:
“Nitpicking a CTA or imagery they don't like even though it's a totally sound marketing choice? Absolutely not.
Vetoing a campaign at the eleventh hour because they changed their mind since they approved your pitch? Unh-unh.”
Her post struck a nerve, garnering support from marketers and leaders across the spectrum, including MAC founding member
, who invited her to delve deeper. That LinkedIn thread evolved into a genuine conversation, one that ultimately led Melissa to the MAC session and this clear-eyed critique of founder micromanagement.What Founder “Involvement” Really Costs
Melissa didn’t name names, but the behaviors were instantly recognizable:
The founder who rewrites Instagram captions on a whim.
The one who insists on approving every ad but can’t find time to review anything until launch day.
The one who loves the idea of agile marketing until it starts moving too fast for them.
“This is a surefire way to slow marketing progress to a crawl,” Melissa said.
“It frustrates the team with red tape. And it overcomplicates the marketing program with too many cooks in the kitchen.”
It’s not just inefficient, it’s demoralizing. And it’s preventable.
The Fix: Respect the Line Between Strategy and Execution
Melissa offered a solution so sensible it shouldn’t feel radical, but it often does:
Founders approve high-level strategy, including positioning, offers, and target channels.
Everyone gets aligned early and clearly.
Then the team executes: fast, focused, without feedback about font weights.
Report back. Share results. Refine.
“Then sprint. Get sh*t done. Assess and refine. Report back to the founder. Rinse and repeat.”
If that sounds simple, it’s because it is. The challenge is emotional, not tactical.
What Founder Control Signals
Founders may think they’re being thorough. But constant involvement in the details sends a louder message:
“I don’t trust you to do your job.”
Melissa shared how she’s treated differently in her fractional role. Not because she’s more talented than internal teams, but because she’s framed as an expert—brought in for results, not approval.
“As a consultant, I get a different level of respect. I’m not someone they manage—I’m someone they partner with.”
That respect? It should be extended to every senior marketer, not just those with a contract and an invoice.
Marketing as Therapy (But It Shouldn’t Be)
Melissa joked—and also didn’t—that “half of marketing is therapy.” Especially at the leadership level.
What she meant: marketers often spend just as much energy managing internal anxiety as they do launching actual campaigns. Founders who overcheck are often just trying to feel safe. But that safety comes at a cost.
Melissa’s playbook? Communicate early. Share performance results proactively. Make founders feel informed so they don’t feel the urge to interfere.
“Over-communication is how you keep trust from slipping into control.”
The Agile Mirage: How It Pretends to Solve Marketing’s Problems (But Usually Just Creates New Ones)
Let’s be honest: “Agile” in marketing is often just founder micromanagement with a Scrum board.
It gets sold as a way to “move faster,” “iterate quicker,” and “stay nimble.” But what it usually means is:
Endless stand-ups that interrupt actual focus
Constant “prioritization” meetings that never actually prioritize
A license for leadership to change direction every 48 hours
KPIs tied to speed, not substance
Melissa didn’t call out Agile by name, but her entire philosophy guts its marketing misuse:
“Sprint. Get sh*t done. Assess and refine. Report back. Rinse and repeat.”
See the difference? That’s real iteration. Not Agile theater. Not Jira puppeteering. Not daily reports masquerading as accountability.
Drawing the Line: No More Babysitting
Melissa’s not interested in managing founder insecurities. She’s there to lead. And if that dynamic isn’t possible?
“If a founder says, ‘I need to be in every detail,’ I’ll ask—what do we need to put in place so you feel okay stepping back?”
“But if they can’t do that? I don’t want to work with them. And that’s okay.”
This isn’t defiance. Its boundaries. Because marketers can’t build when they’re stuck waiting for approval to press ‘post.’
So, Founders: Ask Yourself
Are you building a brand—or babysitting one?
You can’t do both. One requires trust, delegation, and speed.
The other is a control loop disguised as leadership.
And if you’re unsure? Ask your marketing team. Their silence might already be your answer.
Want more conversations like this? Follow Melissa Zehner on LinkedIn or find her at Organic GTM. And if you’re a marketer ready to ditch the permission trap and lead with clarity, join the community at accountability.marketing.
We're not here to ask for trust.
We’re here to earn it, and run with it.
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