Founder's syndrome can disrupt workplace dynamics, dampen team morale, and drive up turnover, but with the right approach, its challenges can be managed. This condition often shows up as a founder’s tendency to micromanage daily tasks, resist change, hoard resources, or make unilateral decisions. Here are three strategies to tackle it and reduce its impact:
Start by easing up on control. Delegating can feel tough, but begin with a low-risk project. Entrust it to a capable team member, choosing someone with the skills and judgment to succeed. As they prove themselves, you’ll free up time and energy to focus on bigger priorities, boosting overall productivity.
Recognize that no one knows your business better than you, but clinging to this belief can stifle growth. Be open to fresh perspectives and leadership styles. Rejecting new ideas—subtly or outright—limits your company’s potential. Embrace input from others to unlock innovation.
Consider the story of Thomas Keown, founder of Many Hopes, a nonprofit rescuing children from injustice. His passion fueled early success, growing the team from two to six and the budget from $1 million to $5 million. But as demands surged, Keown struggled to shift from visionary, strategist, and doer to a more delegated role. This is classic founder’s syndrome—easy to spot from the outside, tough to face within.
To move forward, engage a coach to pinpoint blind spots, delegate small tasks to trusted colleagues, and empower your team to share their views. Your vision sparked the journey, and your courage launched it. Now, surround yourself with skilled, creative people and let them shine, amplifying your vision for greater success.