Imagine you’ve embarked on an extremely difficult and dangerous venture. The payoff could be monumental, but you’ll have no help, and there are no guarantees.
The future is murky, and your influence over it is minimal. Failure is always lurking around the corner. Clearly, the best strategy is to consciously take the next step.
Like a solo climber, you cling to a barely visible ledge or crack, trying to gain another meter on the mountain. When you finally reach the top, you’ll wearily wonder, “Did I really make it?”
This is why it’s so hard for a founder to step away from operations. It feels like if you let go of focus for even a moment, the business will collapse like a house of cards. But there’s a chance that this perception is no longer valid.
Possible reasons:
1. The future has become clearer. The company has found its business model and knows exactly what value it offers to which customers. This means it can plan its growth and cash flow.
2. The current danger has decreased. The service or product cycle has repeated so often that it’s become a standard procedure. Quality control has replaced the need for frantic, last-minute saves.
3. Additional resources have emerged. The increased volume of operations is carried out by a team of top managers who have grown organically from within. Experienced advisors have been found for each critical area.
What’s true in your case? Just one? Maybe all three? Or more?
The point is that your core assumptions need to be re-evaluated from time to time. What once saved you yesterday may become a glass ceiling tomorrow.
Sincerely yours,
-Alexander
About me:
As a business therapist, I help tech founders quickly solve dilemmas at the intersection of business and personality, and boost company value as a result.
How can I help you?
If you've long been trying to understand what is limiting you and/or your business and how to finally give important changes a push, then The Catalyst Session is designed specifically for you. Book it here.