Founder syndrome: Heroic protector or avoidant martyr?
We demand a lot from founders. You’re expected to be an industry innovator, a force for success, a source of calm confidence… yet at the same time there’s a feeling that you should be all-accessible, hands-on, omni-present. But when we look at team efficiency and business growth, maybe this heroic hustle is more of a hindrance.
Over many years of chatting to business leaders, a theme prevails: many grapple with the transition from start-up mode. They’re entangled in every decision and detail, caught up in delivery, and all the while trying to meet high standards of accessible leadership. In some cases, founders are unwilling to let their team see or experience (and therefore help with) the pressures that come with small business life. In the worst cases, founders can be untrusting or unwilling to let go - although luckily I don’t see this very much!
These habits aren’t entirely unfounded, in fact, I think they’re mostly inevitable. You built your business from scratch, it’s your sweet precious baby. But if left unchecked, it can mean missing out on business growth, team development, and industry innovation (I will save you from baby themed metaphors and think of something else).
Ok here’s a lovely metaphor: think of your business as an orchestra. It's a musical misstep for leaders to think of themselves as instrumentalists; they are, in essence, the conductors. Their talent lies not in fine-tuning each section but overseeing a harmonious ensemble. They ensure all the right instruments hit all the right notes at the right time, and that everything comes together to deliver a powerful and beautiful sound. If you’re fixing a cymbal or sat with woodwind (the best section IMHO), there’s no way you’re able to direct that orchestra. There’s a difference between being visible, transparent and steering to being amongst it, busy and distracted.
Side note: I cried a bit today when this orchestral classic came on my 'please just concentrate, Lizzie' playlist. Hence the metaphor...!
Do you have founder syndrome?
Symptom 1: Access all areas
In this exciting era of progressive organisations and flattened team structures, there's an increasing expectation for founders and CEOs to be accessible at all times. Team members appreciate direct interactions with leaders, and having an open door policy is extremely valuable in fostering an open, trusting culture. But while accessibility is praiseworthy, it begs the question: is every interaction yielding the highest value?
I often hear myself asking "Are you sure that's a good use of your time?" and "Is this not a rather expensive way to solve a simple problem?". Yet time and time again, the demand to have all issues and decisions seen to by the founder almost seems like a cultural expectation.
Symptom 2: Hidden vulnerability
Then we move to our protective heroes. They take on all of the woes and favour the swan approach (you know the one, gliding along yet frantically paddling under the surface). The facade of the invincible leader is not just dated but detrimental. Vulnerability, once considered a hindrance to leadership, now emerges as its very cornerstone.
Symptom 3: Busyness over business
As founders trace their journey back to when they started their company, it invariably began with a singular thought - a lightbulb moment that sowed the seed of a successful business. This emphasises an often-underestimated tool in a founder's arsenal: thinking and imagination.
Where excessive busyness is often mistaken for productivity, leaders find themselves tethered to their laptops, incessantly occupied with back-to-back meetings, reports, and tasks. This continuous state of doing, while seemingly productive, often sidelines the vital act of reflection and free thinking.
What's the cure?
Well, ladies, fellas and gentlethems, I ain't no doctor. But I do have some ideas!
Find your USP
As a founder, the question to ask yourself should be: What unique value can I bring to my team that no one else in the business can?
It’s likely the answer will relate to your unique entrepreneurial perspective, bigger picture insights, and ability to spot easily missed opportunities. You can use your powers to fuel ideation and innovation, helping others think outside the box.
Ditch the standard 121s, pay reviews, and other crucial yet unimaginative interactions. There will be others who are keen and capable of taking on these everyday support activities. Instead, spend time guiding your teammates in discovering how their skills and talents can contribute towards the business strategy, and vice versa.
Free up time
Detaching from the daily grind is not a luxury; it's an imperative. Try carving out dedicated pockets of time for unhindered thinking. Whether it's a walk in the park, a quiet moment with a cup of tea, or just gazing out of the window — these seemingly 'idle' moments are where the magic often happens. The mind, unburdened by immediate tasks, can wander, draw connections, solve problems and stumble upon new ideas.
Trust and delegate
Can what you’re doing be done by someone else? Is there a learning opportunity you can provide to someone on a steep growth trajectory? You've surrounded yourself with people who are qualified, motivated, and able to get great work done - let them do it. Trust and experimentation are powerful things, so give it a go, delegate, and watch the symphony unfold.
Replace fuss with flow
Identify what disrupts your flow, and get rid of it. One founder's eureka moment: hiring an executive assistant. Having someone help him organise his time and take on tasks like chasing suppliers was like having a tonne of bricks lifted. Or maybe even invest some time in researching AI tools that can help you streamline your time and ease cognitive load. When you find your flow, take note, protect it and hone it.
Be human
Leaders who show their human side, warts and all, often find a more empathetic, supportive team rallying behind them. You lead by example. We should be championing an openness when it comes to mental health, managing stress, and being self aware.
If you’re up against a challenge, feeling the pinch of a turbulent market, or need to take time out - let your teammates support you. You know what people love more than a superhero? A sidekick.
Well, that's all for now, but I hope this has sparked some ideas for you on how you might be able to get your founder spark back (or encourage a leader near you to let go a bit). If ever you need to pick apart your role, or figure out where you sit in your now-not-so-startupy business, give me a shout!
