A tough pill to swallow, CEOs must get out of their own way.
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It rains here on the edge of England, it rains a lot. Everyday I check the weather to see if my little girl needs to take an umbrella to school. Parenting 101, this of course leads to her relying on me to check the weather and packing a brolly. So we go through the process of her doing just that, and of course she forgets and get's wet... [read on] What if I told you that the biggest obstacle to your company’s growth might be you? In my recent conversation with Desi Velikova, I shared a hard truth: Most business challenges are actually human challenges and often, the biggest roadblock is the CEO themselves. Many founders hit a breaking point where their instincts aren’t enough anymore. The same mindset and skills that helped you build your company won’t necessarily help you scale it. This is where the real transition from founder to CEO happens. One of the biggest challenges I see with CEOs especially founders is that they often become the biggest obstacle to their own company’s growth. The very traits that made them successful in the early days: vision, high standards, deep product knowledge, can start working against them as the business scales. If a founder refuses to delegate, insists on being the smartest person in the room, or holds onto every decision, they can stall progress and frustrate their team. But here’s the controversial part: I believe that many founders should step back from daily operations much sooner than they think. The question is, does stepping back mean losing control, or does it actually unlock the company’s full potential? Another shift that’s just as challenging yet crucial is realizing that as your company grows, you have to evolve too. Leadership isn’t just about learning new skills; it’s about changing who you are. I’ve worked with founders who struggle to let go of old habits, even when it’s clear their company has outgrown their way of operating. They keep pushing harder, thinking more effort will fix the problem. But here’s the hard truth: if you want your company to scale, you have to scale yourself first. That means shifting from being the one who drives every decision to the one who builds a system where the company can thrive without you. And that’s a tough pill to swallow for many founders because deep down, we all like to feel needed. Would love to hear your thoughts on this. Let me know what resonates... or if you completely disagree. Talk soon, |