OBSERVATIONS
Here are some of the observations, questions and patterns I see inside founder-led businesses.
When to Step In and When to Back Off
Step in too much and your team becomes dependent on you. Step back too far and things can go wrong. So how do you know when to get involved?
WHY do founders keep rescuing people when it makes their lives harder?
Why do capable leaders keep stepping in when they know it’s making their lives harder? Explore five reasons behind rescuing behaviour and the cost to business growth.
Why Am I Working Weekends While My Leadership Team Isn’t?
You’ve employed a leadership team, yet you’re still working evenings and weekends. Why does everything keep coming back to you?
Is your team too reliant on your confidence?
Your business has grown, but everything still depends on you. When the founder becomes the business, growth, scalability and commercial value become limited by one person’s capacity.
When YOU have become the business
Your business has grown, but everything still depends on you. When the founder becomes the business, growth, scalability and commercial value become limited by one person’s capacity.
When your greatest strength becomes your biggest risk
The strengths that helped you build the business can become the behaviours holding it back. Working harder is no longer the answer.
Why your Directors still bring every decision back to you.
You’ve hired capable directors, yet every decision still comes back to you. Your problem may be where authority really sits in the business.
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The next one I share might change how you lead your business.
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Not every observation I make ends up on this website. Some I only share with members of The Thinking Room. It’s where I share the observations, questions and patterns I see inside founder-led businesses.
No weekly newsletter. Just observations worth reading, when they’re worth sharing.