The Founder’s Dilemma: How Entrepreneurs Can Let Go to Scale Growth

Entrepreneurship is a deeply personal endeavour. I’ve founded and built two companies over the past decade, and if I’ve learned one thing, it's that too much control can have negative consequences. For me, the key to driving success as a leader is learning to let go.?

When you’re starting out, you need all hands on deck. It’s natural for founders to wear many hats and be in the trenches tackling day-to-day demands. When Joep Wittebrood ?? and I founded blackbear, we were involved in all aspects of the business — from marketing to accounting. But these are not necessarily our areas of expertise. As your company grows and scales, releasing control of these functions and delegating them to your team — your experts — is an important step toward success.?

No one said it would be easy though. As founders, we invest our heart, soul, and countless hours into nurturing our vision into reality. For many of us, our startups are more than a business venture; they are an extension of ourselves and letting go of operational involvement can be daunting.?

The cost of reluctance

I know how easy it is to become attached to the idea that you should be responsible for all decision-making. However, the truth is that failing to transition away from the day-to-day grind can be detrimental to you and your company’s growth.??

Bottleneck: As founders, we often feel that we need to be responsible for all decision-making. But this is unsustainable. The last thing you want to become is a roadblock in your company’s progress because you're spread too thin.?

Stifling innovation: When you're too involved in your company’s operational details, you divert your attention from strategic thinking and innovation. Although I hate to admit it, this lack of focus limits your company's ability to evolve.

Burnout: Being an entrepreneur and running a business often comes at the cost of personal well-being and work-life balance. The reluctance to let go and lack of delegation can lead to burnout. Inevitably, this not only impacts your well-being but your overall effectiveness as a leader.

Practical steps to letting go

Letting go is one of the most powerful choices a leader can make. As you grow, you should direct your focus on strategy and the long-term bigger picture, instead of getting involved in HR or accounting operations. The good news is that there are some measures that you can take to alleviate the anxiety. Here are some practical steps to keep in mind as your company grows:?

Hire the right team: As a founder, you possess a unique set of skills that likely played an important role in the launch of your startup. However, a company can’t grow on one set of skills alone. That’s why it is important for founders to look for expertise beyond their individual capabilities and hire a team with varied skills and experience to ensure that they have the collective expertise needed to grow and innovate.?

Don’t forget to delegate: In my view, relinquishing some control to trusted leaders on your team truly supports the health and wellness of your business, your team, and yourself. Start by delegating smaller tasks and gradually progress to more significant responsibilities. Trust in your team’s abilities to do what they were hired to do. They might not do things the way you would — they might do it better.?

Define clear processes: As you evolve from founder to strategic leader, it's important to establish clear processes. This will help ensure that there is consistency in how tasks are executed across different teams and projects, plus it will alleviate any concerns that you might have about quality.?

Set boundaries: As a founder, it's essential to establish boundaries that separate strategic decision-making from operational execution. When your company and team grow, look at designating specific areas where your involvement is vital and gradually step back from other areas where your team can take the reins.?

Focus on growth and innovation: Your time is valuable, and it's best spent on higher-level strategy, innovation and building a culture that people are proud to be a part of. Joep Wittebrood ?? put it so well: "As a founder, you are the driving force behind your company’s vision, and when your company scales and expands, your culture becomes even more important. Freeing yourself from operational tasks allows you time to ensure that your company values and principles remain intact as you grow so that your company, and your people, can thrive".?

Remember, letting go doesn't undermine your capability. It's about assigning the right responsibilities to the right people so that your company can thrive. By placing your trust in your team, you foster a collaborative environment where expertise pushes your company to its full potential.?