Founder's syndrome (also founderitis) is the difficulty faced by organizations, and in particular young companies such as start-ups, where one or more founders maintain disproportionate power and influence following the effective initial establishment of the organization, leading to a wide range of problems. The syndrome occurs in both non-profit and for-profit organizations or companies. Problem The passion and charisma of the founder(s), often sources of the initial creativity and productivity of the organization, can become limiting or a destructive factor. It may simply limit further growth and success, or it may lead to bitter factionalism and divisions as the scale of demands made on the organization increases, or it may result in outright failure. Symptoms An organization suffering from founder's syndrome typically presents many of the following symptoms: The organization is strongly identified with the founder; a result sometimes believed to be related to the founder's ego. Obsessive leadership style compared to a more standard behavior. Autocratic decision-making (autocratic management style): Founders tend to make all decisions in early start-up companies, big and small, without a formal process or feedback from others. Decisions are made in crisis mode, with little forward planning. Staff meetings are held generally to rally the troops, get status reports, and assign tasks. There is little meaningful strategic development, or shared executive agreement on objectives with limited or a complete lack of professional development. Typically, there is little organizational infrastructure in place, and what is there is not used correctly. Furthermore, the founder has difficulty making decisions that benefit the organization because of their affiliation. Higher levels of micromanagement by checking on employees or colleagues subject matter work instead of maintaining and evolving the overall company's picture. Entrepreneurs show higher levels of bias (e.g. overconfidence) than do managers in established organizations. There is no succession plan. A failing so-called leadership transition within first couple of years leading to consequences such as trust, morale, unforeseen future for the business. The founder has difficulty with adapting to changes as the organization matures. The culture of the leadership team and company plays an important role for success or failure. Often the founder's idea is central to the initial business and clients of the company, so that if markets change, the need for the initial idea might vanish. Key staff and board members are typically selected by the founder and are often friends and colleagues of the founder. Their role