As a growth company, as you hire and restructure, you’re going to have many people moving around, poking their noses into things. This is uncomfortable, but a good thing, maybe the best thing.

It’s vital that you think hard about what’s making you uncomfortable and solve those issues — you want to enable more discovery and exploration by individuals and teams — make it easier, make it safer, and make it the norm.

What often happens, however, is that people are admonished for stepping out of their lane or asking the wrong questions, because folks are worried about bad things that might have happened in the past.

New hires or teammates are trying to become more effective and are working hard to build momentum. The worst thing you can do is kill that enthusiasm. It will have long-lasting effects and may even lead to their exit.

Your goal is to always encourage exploration and experimentation while quickly resolving questions of ownership so that the team feels empowered and is covering as much ground as possible.