05 Jul Coping with Founder’s Syndrome 101
As an entrepreneur, you’re often THE expert in your business. You’ve perfected having to wear multiple hats, at any given time, to get everything done.
But, what happens when you hire your first employee or work with your first team?
For many, it will involve having to be comfortable with letting some of the business control go. This doesn’t mean that you throw caution to the wind and give your employees free reign. However, in order for your team to feel confident and supported in their work, it will require you to be able to delegate, step back and allow them to execute.
If this has become hard for you to do, then you may be suffering from Founder’s Syndrome.
Over my 18 year career as an entrepreneur, I get it. Learning how to delegate and support your employees as they work to grow your mission is a challenge and an acquired skill.
It is important to think about what your employees may be experiencing. If you’re continually changing directions or adding on new projects, before old ones are completed – then be mindful of this. Without clearly communicating your vision, your goals, and your expectations with your staff, it will be difficult for them to understand the “method to your madness”. You, as the founder, are constantly thinking of ways to evolve your business, and this is okay. In fact, it is likely what has allowed you to be successful thus far.
But, to avoid Founder’s Syndrome, you have to make a mental shift from “what I have to do” to “what needs to get done”. When you focus on what has to be completed then you are able to delegate and not hoard everything for you to do. Otherwise, you have a job and not a business.
Finding ways to empower your employees to be successful and take over the work is the fastest way that you can begin working smarter, not harder. Your ultimate goal is to be able to work on your business, not always in your business.