Hands On TEAM BUILDER The Power of Stepping Back


> Many floral business owners would like the flexibility to spend less time managing day-to-day operations and more time focusing on growth, strat- egy or even life outside the shop. For Christina Brown, owner of Roses Are Red Florist in Melbourne, Florida, that goal is a reality. Brown owns two flower shops and says she now works roughly 10 to 15 hours a week while her team manages most daily operations. Reaching that point didn’t happen


overnight. “It’s a little at a time,” says Brown,


who gave a presentation on turning managers into confident leaders at the Society of American Florists’ annual con- vention in August. Many owners struggle to delegate


because they’re worried employees will make mistakes or handle situations differently than they would, she says. Brown argues that autonomy doesn’t mean lowering standards. Instead, it


requires investing in training and coach- ing before gradually stepping back. At Roses Are Red Florist, new


employees receive extensive guidance and feedback. As their confidence, speed and judgment improve, Brown gives them more responsibility. She also reminds herself that differ-


ent doesn’t necessarily mean wrong. “Sometimes [how they handle a situ-


ation] is not what I would have done, but it’s not necessarily wrong,” she says. Brown says developing strong


managers also requires understanding employees’ strengths and interests. Twice a year, she asks team members two questions: What’s something you’re doing now that you’d rather not be doing? And what’s something you’d like to do that you’re not doing? The answers help her better align


responsibilities with individual strengths. That same philosophy extends to problem-solving. Brown believes one


of the biggest mistakes leaders make is becoming the answer to every question. When an employee encounters a


customer complaint, substitution issue or delivery challenge, many owners immediately step in with a solution. But Brown has found that employees gain confidence and develop good judgment when they’re given opportunities to work through problems on their own. Sometimes that means intention-


ally creating space. Brown occasionally delays responding to staff voicemails because she’s learned that, given a little time, employees often find a solution themselves. The experience not only resolves the immediate issue but also builds confidence for the next challenge.


Amanda Jedlinsky is the senior director of content and communications for the Society of American Florists and editor in chief of Floral Management.


12 FLORAL MANAGEMENT | September/October 2026 | WWW.SAFNOW.ORG


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