Founder’s Syndrome is a condition in which visionary leaders fall prey to the cognitive bias that nobody could possibly understand their venture’s purpose and how to achieve it better than them — resulting in an organisation that feels less like a purpose-driven venture, and more like a personal fiefdom.
Symptoms include:
micro-management
resistance to change
hyper-emotionality
circular reasoning
denial of responsibility
micro-management
resistance to change
hyper-emotionality
circular reasoning
denial of responsibility
I know, because I’ve suffered from it myself - embarrassingly, more than once.
The first time, almost thirty years ago, I lost my company, a significant amount of money, and no small measure of self-respect. The next time around I’m grateful to say I had enough experience, humility and self-awareness to heed the warnings from trusted partners and advisors, and to surrender my ego in order to find a path through.
But the truth is, though I may no longer be exhibiting the symptoms, there’s no doubt in my mind that at times I’m still a carrier. And I feel obligated to pay attention to the inevitable bias of my own perspective.
There’s a question I ask that informs every new endeavour I undertake, as well as every venture I work with:
“Do you want to be the one to do it? Or do you want to see it done?”
It may well be a false dichotomy, but I find this to be decisive question. When push comes to shove, if I were forced to choose, am I more committed to the purpose I’ve set out to achieve? Or to the success of my organisation?
The challenge for many entrepreneurs is that they would answer:
“I want to see it done, and I’m the one to do it.”
And (for now at least) that might well be true.
But what do you do when that’s no longer the case?
What do you do when the organisation is suffering under your leadership?
When your skills and experience are no longer as useful as they once were?
When the excitement of an early stage venture (and the attention that goes with it), gives way to the often mundane reality of the everyday?
What do you do when the organisation is suffering under your leadership?
When your skills and experience are no longer as useful as they once were?
When the excitement of an early stage venture (and the attention that goes with it), gives way to the often mundane reality of the everyday?
Do you wait for your team to rebel? Or your board to replace you?
Or do you step aside, and trust that:
The purpose matters more than the organisation, or any part you may play in achieving it.
There are alternatives, of course - the most notable of which is growing into the leadership role. But this isn't always an option, nor is it even desirable for many founders.
These are hard questions for any entrepreneur to answer - especially those who've committed themselves to addressing social, environmental and economic issues. After all, we do what we do because we feel called to mitigate suffering.
But there is no excuse for a venture that is seeking to create beneficial impacts to squander time, money and resources in service to ego. No excuse for using the attitudes, beliefs and behaviours that engendered unjust and uncaring human societies. And certainly no excuse for treating our teams without the compassion and respect they deserve.
Because even if the organisation survives, there may well be a yawning chasm between what was achieved and what could have been achieved with the same effort.
And that difference is measured in avoidable human suffering.
I believe that robust public discourse is essential, and that ethical entrepreneurs can and should find ways to learn from each others challenges and successes. Please share your experience with Founders Syndrome in the comments below.