October 7, 2021 | 4-minute read (724 words)
You recognized a problem, devised a solution and founded a business. From there, you went on to raise funds and hire a crew, resulting in your firm's growth. But you sense your company is capable of so much more than you can do on your own.
To take your business to the next level, you may need to decide whether it’s time to hand over managerial authority to an outside CEO while you remain active as the business’s strategic captain. A competent CEO can deftly handle your firm's business operations, allowing you to pursue other interests within or outside the company.
Companies led by CEOs who delegate power develop more quickly, generate more significant revenue and create more employment than those run entirely by their founders, according to a Gallup survey of 143 US leaders conducted in 2015. If you're thinking about hiring a CEO for your company, here are several indicators that you do need one.
You don't have enough time to complete operational tasks
As CEO, it is your responsibility to ensure that deadlines are met, client issues are addressed and that your workforce is motivated. It is, in essence, your duty to guarantee that day-to-day activities operate smoothly. However, if you're continually frustrated by how much work you must do and can't safely claim credit for your team's drive, it's probably time to get help.
"Founderitis" is clouding your perspective
Many entrepreneurs believe that they alone can lead their business to success. New businesses are typically formed out of love and passion, and founders naturally feel emotionally attached to them — some even refer to the company as their "baby."
As the founder you may feel as if you are the only person who understands what the firm requires, which is good since you know a lot. If, on the other hand, you find yourself dismissing ideas without explanation, offering business solutions based on personal prejudices or making choices based on guesswork rather than evidence, it may be time to relinquish control.
You don't have business or managerial experience
While you may have excellent ideas as a founder, you may not have the experience or expertise to put those ideas into reality. A business-savvy CEO can assist your firm in making decisions and developing new concepts.
Your company needs stronger leadership
If your workers are perplexed by the company's objectives or operations, you may benefit from bringing on a CEO who can create and communicate company-wide goals, mentor employees at all levels and act as the company's leader.
You want to foster innovation
Sometimes a founder is so focused on keeping the business running that they don't have enough time left over to innovate. Inaction can result from a lack of innovation, which can be a significant problem for a company. You can spend more time creating ideas and growing your firm by employing a CEO who will guarantee your company progresses.
You lack a focal point
You juggle many duties as an entrepreneur, which might take you away from certain company tasks needed for productivity. Suppose you're a founder who wants to focus on one part of your company, such as operations, marketing or production. In that case, it could be worthwhile to employ a CEO to oversee the other essential aspects.
Your firm’s growth has reached a standstill
It's not uncommon for a developing firm to have a period of little or no change. This plateau may be the consequence of a CEO who is more concerned with developing a fantastic product for current consumers than growing the brand and attracting new customers. If such is the case, you need to take charge of the development team and choose a CEO who can better manage strategic needs.
Every day, entrepreneurs get up ready to take a chance. While others mull how to deal with the present, company owners are considering the future of their sector and what they can do now to put themselves in a better position tomorrow.
Finding out that they are no longer as critical to their company's long-term success may be a complex reality for most founders. It is, nevertheless, a hallmark of ethical leadership. Long-term confidence is demonstrated by being realistic and courteous enough to recognize when to move on and let someone with the proper skills and temperament manage the firm.