Damn...maybe Lord Buddha still knew I'm still uncertain with my decision.
Hence, He showed me with this article again:
According to science, we often hurt ourselves when we fail to forgive others. The personal danger comes in the form of remaining attached to negative, often pride-based, emotions that destroy us from inside. The same psychology of detachment may be applicable to our letting go of pet projects, businesses and even people: to the extent our emotions take over and cloud our judgment of what's best.
Entrepreneurs, in particular, have trouble letting go. George Zimmer, for example, was recently ousted as the Executive Chairman of Men’s Warehouse—the company he founded and ran for 40 years—because he was seemingly unable to modernize his vision and follow that of others. The end result was a loss to both Zimmer and his company. Men’s Warehouse no longer enjoys the charismatic leader that once drove its performance while Zimmer no longer enjoys making his company a standout in a dying industry.
Such episodes are tragic but unnecessary and they don’t have to happen to you. While it’s up to individual circumstance to determine exactly when to let go, how to let go can be mastered merely by adhering to a few simple “laws”:
Law Number 1. You are not God. Your spouse (or especially, ex-spouse) probably reminds you of this daily. Lest you forget, however, remember that even superstar CEOs like Steve Jobs could not see, nor could they prevent, their untimely departure. You have no more control, guidance or understanding of the future than anyone else—even if you’re somewhat deft at handling the uncertainty. Nonetheless, if you step back a bit and let others help in the decision-making, that deftness can be transformed into real power that can benefit your business.
Law Number 2. Let the past remain in the past. The work you’ve done was good, perhaps even great, but it’s irrelevant to determining where things will go next. Retreating to past accomplishments, especially to justify an antiquated strategic plan, is little more than a cognitive, hindsight bias. It is fundamentally connected to an insecurity that your best days are behind you and leads you to imagining you had more courage, more foresight and better knowledge in the past than you really had. Such a ‘rear-view-mirror’ approach only shackles everyone else (including you) to a reality that may only exist in your head. Shun this thinking completely. Imagine instead that every day on the job is your first one and that you must generate fresh ideas. Of course, bring your experience to the table, but don’t use it as a blueprint for strategy. Heed this law and you will be liberated.
Law Number 3. Never confuse delegating responsibility with ceding control.Delegating responsibility helps you tackle an oppressive workload. It means sharing the driving, sailing or flying with someone else: with them as a first officer and you as the pilot. Ceding control, however, involves submitting your decision-making power to someone with a different perspective and perhaps even better information. Ceding control means having a co-pilot.
Law Number 4. Choose co-pilots wisely. Somewhat ironically, George Zimmer hired many of the people who later fired him. That might seem unwise on the surface; however, it attests to Zimmer’s foresight in choosing co-pilots who knew when to change course without fear of him. In the ideal situation you would obviously keep your job, but that’s all the more reason to choose people that can help you adapt and let go in the right places. Then, listen to those people.
Law Number 5. Don’t be an information liability. My father used to say that if you’re ignorant, you’re a liability. I believe that to this day. So often, however, I encounter executives whose heads are filled with historical knowledge and views that scarcely allow new information room to enter their minds. Cognitively, they anchor themselves to what they know best—the old knowledge—and dismiss what’s new. They’re liabilities. Don't follow their lead. Be open to new ideas and become an asset.
Law Number 6. Let others love your business. Many founders or long-standing CEOs believe that only they can have a deep love for their businesses—but that’s a fallacy. Once people commit themselves and their careers to a company, they’re vested, and they can likely care more about those enterprises than their bosses and founders who, enjoying success, look forward to riding off into the sunset. Capitalize on this. Internalize Law Number 4 and cede control to committed people who will love the same company you love.
Law Number 7. Your business is not successful if it dies with you. I saved the most fundamentallaw for last. This is just a fact of life and business. If what you build here turns to dust when you’re gone, you've really built nothing at all. Thus, your every effort should be to create self-maintaining structures run by people that know how to make them succeed without you. That, in truth, is the essence, if not the very definition, of letting go.
Though being plead for keep on in the company. I just felt empathy on my boss for the trouble that I'll left behind to him to shoulder alone. We had been working closely before. But now it will be him alone. But think further, who will show empathy on me then? Where can I go to if I'm down? Sometime, too compassionate only cause me indecisive. I wish I can be more selfish and cruel. Think of myself now!
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