Is Founder's Syndrome Holding You Back?
Founder’s Syndrome is a term to describe the difficulty organizations or companies face when the founder(s) strives to maintain control or a disproportionate amount of power and influence. Founder’s Syndrome can prevent an organization from growing and transforming when external factors and internal needs require it.
Most often, a founder starts their organization or business out of passion, the desire to make the world better, or a deep desire to solve a problem. They are often charismatic and easily gain a following of people who are attracted to their drive, determination, passion, and creativity.
The same characteristics that gave the founder the energy and focus to get the organization off the ground can also hold the organization back when Founder’s Syndrome is at its peak.
Classic Symptoms of Founder’s Syndrome
The founder’s ego becomes so attached to the results and successes that they fail to see others' contributions.
Others in the organization believe that the founder is the organization and the organization would fail without them.
Feedback is not valued or asked for.
Founders don’t hold space for others to practice strategic thinking or high-stakes decision making.
Founder-led meetings are autocratic with a focus on status updates, sharing decisions, and rallying the team around already-made decisions.
Conflict is unhealthy rather than productive.
The founder is so focused on the day-to-day operations and putting out fires that they lose focus on the long-term vision and relationships.
The idea of a succession plan fills them with dread.
They hire people to come in and act as their second or right-hand person, but the new hire is not actually empowered to do their work.
Founders can have trouble navigating changes in the market or the needs of those they serve.
Founders choose staff, board members, and key consultants based on their comfort level with them rather than what’s best for the vision and mission of the organization.
Professionals who are brought in to resolve conflicts or improve processes within the organization find that they are limited in what they can actually do because the founder gets in the way or refuses to engage.
Founders take action without a goal, or they set goals without thought out action plans or buy-in.
People who try to give clear feedback or ask tough questions are seen as “disruptors” or problematic.
The board is stacked with people loyal to the founder and who refuse to give the founder genuine feedback.
How to Avoid Founder’s Syndrome
The best way to avoid Founder’s Syndrome is to prevent it from the start. This requires the founder to be self-aware. The tricky bit here is that Founder’s Syndrome is valuable in the early stages of an organization. It is the founder’s network, relationships, expertise, and work ethic that got the organization off the ground to begin with. But as the organization matures, it becomes vital that the leadership team develops new skills and talents. As the organization matures and grows, Founder’s Syndrome is no longer an asset but becomes a burden.
Step One
Acknowledge that Founder’s Syndrome is a real problem.
Step Two
Identify an actionable succession plan.
No matter how uncomfortable and resistant the founder is, you need a succession plan. In my work I’ve found that most long-term leaders shudder when they are charged with creating a succession plan. They say things like, “But there is no one on staff who is capable of stepping into my shoes. They don’t have the skills, commitment, experience, talent, or relationships.” Or, “I’m not ready to go anywhere”, “What will I do now? I’ve given the best years of my life to this work?”
The founder is not wrong to be uncomfortable. But understanding what a truly effective and well thought out succession plan entails will help ease resistance.
A successful succession plan isn’t about identifying “who” will take the founder’s place but instead focuses on a commitment to building skillfulness in strategic thinking, strategic dialogue, and problem-solving from the top down and the bottom up. When you do that, you are creating a safety net of empowered people who can step in collectively so the founder can begin to focus on either transitioning out smoothly or working on a vision for the future.
I believe it is never too early to start succession planning, and a good leader knows that.
Step Three
Create a workplace where unique strengths, talents, and expertise are valued. At the same time, build a culture where healthy conflict, feedback, and coaching are the norm. This prevents the founder (or any leader) from becoming siloed and isolated. When Founder’s Syndrome is the strongest, employees and advisors are hesitant to speak up because they have seen what happens to those who fall out of favor with the founder. The best people move on to places where they can use their skills and talents while others stay and toil quietly. As a result, the organization suffers.
Step Four
Provide coaching and consultation for the founder to help them identify what is next for them, whether it’s within the organization or if they ‘ll transition out. An outside consultant creates a safe place for the founder to process their emotions and feelings while developing a plan. Depending how open the founder is to transition, the organization may very well benefit from them shifting their role while staying on board. However, without coaching and support through this change, it can be tricky for anyone to navigate.
Important Note
Founder’s Syndrome isn’t limited just to the actual founder. A leader who comes in and stays for a long time, even though they didn’t actually found the company or organization, is susceptible to the same challenges as the founder. People who are driven, charismatic, and grow organizations through tough challenges often become deeply attached to their role and their status.
Founder’s Syndrome is not personal and it is nothing to be ashamed of. If you suspect that you, your organization, or your company is being held back by challenges brought on by Founder’s Syndrome, I can help. Let’s talk: https://NCDsolution.com/beth