Working With a Founder? Six Strategies for a Smooth Climb.
Anyone who has worked directly with the founder of an organization knows one thing. Founders are passionate, visionary, and driven. They set their sights on the horizon while maintaining focus on what's right before them.
Understandably so.
Founders create what wasn't there before. And they care about seeing their entity succeed, no matter what.
The role of a founder is a critical one.
And yet it can also impede growth. That's because as an organization grows, it is impossible for founders to continue to keep their eyes on the horizon *and* manage the day-to-day of a growing business or nonprofit.
As an organization evolves, the role of founder must evolve with it. Here are six strategies to lead that evolution:
Gain and document consensus on mission and priorities. The extraordinary vision of founders can be challenging to reign into focus. Assuming funding is not unlimited, organizations can’t be all things to all people in all ways. Come together and outline the priorities that will gain the most traction and visibility. Document that consensus and use it as your map to incremental growth.
Establish clear roles for all primary parties. While a “we roll up our sleeves and get it done” mindset may invoke the positive connotations of teamwork, it’s usually reflective of a reactive nature. Waking up and tackling each day as it comes leaves no room for strategy. Establish and respect the roles of the founder and leaders while creating space to flex when needed.
Get clear on the “battles” you don’t need to fight. Founders get to win their fair share (maybe more). As a leader, get clear on where you can make the most impact and action those areas. Don’t take on the battles where winning is marginal to advancing the mission. It’s not worth the investment of time or emotional capital.
Be okay with new ideas every day (then revisit priorities, roles, and battles you don’t need to fight). Founders are prolific idea generators but typically not effective implementers. Understand that ideation is part of who they are. Apply the lenses above to determine what can be implemented and when. If you let a flurry of new ideas become your compass, you will be led astray. Create a parking lot to capture the ideas.
Cultivate trust in decision-making and delegation. As a leader, you are a caregiver to a founder’s “baby.” Take deliberate steps to demonstrate that you can be entrusted with that precious being. Make decisions that align with the organization’s founding principles, and show that you are not only a caregiver but a steward of the founder’s legacy.
Conduct quarterly reviews to monitor progress and build incrementally. Because a founder’s eyes are set on the limitless possibilities seen in that horizon, regular reviews are grounding milestones. Schedule quarterly reviews in advance of the year and agree to a format for all meetings. Monitor consistent data and measure progress against the established priorities and goals. Create an honored discipline.
Leaders, you got this and we are champions of your climb.
If you’re a founder reading this piece, thank you for staying with us this far.
And if you’re still with us, you may be seeking insights on how you can forge a stronger partnership with your leader. If so, thank you for the curiosity and awareness that led you here.
We will offer you just one thought for reflection…practice active listening with a focus on inquiry.
Before ruling out an idea or recommendation, challenge yourself to ask a question or two about what you’re hearing from your leader.
Questions that foster trust-building conversations include:
Thank you for this, can you walk me through how you arrived at this recommendation so that I can fully appreciate/learn from how you arrived here?
I’m impressed with this creativity (thought bubble may be: I wish I thought of this), tell me what sparked this idea and how you saw the connection to our mission/vision?
I’m all ears, can you fully unpack how this advances the vision of the organization?
Founders, we champion you and your organizations’ climbs.
