One of the biggest problems we see with nascent firms is the founder. When the firm was developed by one person. That person still sees himself (still is mostly a male, although we have two clients that made it herself) as the savior of the firm.
These folks are desperately keeping their finger in every pie. Which means the firm can’t grow beyond those efforts that directly involve the founder.
But, it also means those folks working around the founder are afraid to push the envelope. They await the input of the founder, they anticipate being second guessed.
Admittedly, one of my firms could have fallen into this syndrome. But, the decision to open offices around the globe meant I could not be everywhere at once. So, any tendency I might have had to insert myself into every action and decision became impossible very quickly.
Sure, each new facility had my direct impact, but once it had a skeleton crew, they were able to take over- mostly because I was on to the next site. After about 18 months, this hidden blessing was clear to me (and my board)- and it became the lesson learned for my next series of ventures- and when assisting others.
If the business is a service business, this founder syndrome can be the critical failure. Because these firms only can be as large as the projects they undertake- and the hours available. And, if everyone is waiting for founder approval, opportunities will pass the firm by.
If it’s a manufacturing entity, then the firm needs to have foolproof production systems. Because any slight deviation in quality or quantity of output will be awaiting the founder’s analysis. And that means product is not being delivered and customers are being disappointed.
Don’t think that sales entities are protected from this syndrome. Because if the founder is involved in deciding pricing or other attributes, then revenue will always be awatiing input.
Remember- you’ve hired the best folks you could find. Let them help you make your ‘baby’ a fantastic success.
