 him get on with the task at hand.

But for the rest of you read on...comments welcome..

18 Symptoms of the Founder's Dilemma

1. Lots of talk but little action resulting in unfulfilled promises. As one founder said, "We knew what we needed to do differently. We just were not doing it."

2. Enormous frustration. Founders get very frustrated when execution lags behind vision. Sadly, what may be clear to associates often eludes the founders - that they are the cause of the limitations.

3. Limited executive team role. Executive team members often don't understand or appreciate the corporate vision and don't understand their corporate responsibility (e.g., trustee, stewardship role). Except for the CEO, everyone on the executive team has a silo or vertical slice of the firm to lead and manage. Every executive team member also has another larger "hat" to wear - one that requires a big picture, enterprise-wide view (like that of the CEO, customers, investors) - a "corporate hat." When this is not understood and appreciated, executive team members come only from their "silo" perspectives, feed conflict and a "my turf" mentality. The effect is no real executive team.

4. Weak closure and decision-making process. A founder recently said, "If as an executive team we were more functional we would collaborate on the issues and come to a consensus. If we had confidence in our decision-making process, we would respect rather than subvert the ones we do make".

5. Driving each other crazy. Conflict, lack of mutual respect and deference among executives as leader-managers. They may like each other but don't respect and defer to each other in their leader-manager roles. I hear a lot of, "He's a great visionary and a good entrepreneur but I can't respect him as our chief executive."

6. Too little honest feedback including regular performance reviews between the founder and executives. Founders need it and so do executive team members. CEO-founders are often like the emperor with no clothes. Everyone knows, but no one is willing to be honest.

7. Too few fully qualified leader-managers with no apparent way to change the situation. Inexperienced leader-manager-entrepreneurs in one or more key roles lack the ability to take their team to the next level.

8. Overdependence issues
him get on with the task at hand. 

 But for the rest of you understand on... gossip welcome.. 

 18 Symptoms of the Founder's Dilemma 

 1. Lots of talk but fiddling action resulting in unfulfilled promise. As one laminitis said, " We knew what we needed to do differently. We just were not dress it. " 

 2. Enormous frustration. Founders get very defeated when execution lags behind vision. Sadly, what may be clear to associates often elude the founders - that they are the cause of the limitations. 

 3. circumscribed executive team role. Executive team members frequently don't understand or prize the corporate imagination and don't understand their corporate responsibility (for example, trustee, stewardship role). Except for the CEO, everyone on the executive team has a silo or vertical slice of the firm to lead and wangle. Every executive team penis also has another larger " hat " to wear - one that requires a big picture, enterprise - wide position (like that of the CEO, customers, investors) - a " bodied hat. " When this is not understand and prize, executive team members come only from their " silo " perspectives, feed conflict and a " my turf " mentality. The effect is no veridical executive team. 

 4. Weak closure and decision - making process. A founder recently suppose, " If as an executive team we were more functional we would collaborate on the issues and come to a consensus. If we had confidence in our decision - reach process, we would respect rather than subvert the ones we do make ". 

 5. drive each other crazy. Conflict, lack of common respect and deference among executives as leader - coach. They may like each early but don't respect and defer to each other in their leader - manager roles. I learn a lot of, " He's a bang-up visionary and a good entrepreneur but I can't respect him as our chief administrator. " 

 6. Too little honest feedback admit regular operation reviews between the founder and executives. founder need it and so do executive team members. chief executive officer - founders are often like the emperor butterfly with no clothes. Everyone knows, but no one is willing to be good. 

 7. Too few fully qualified drawing card - managers with no apparent way to change the situation. Inexperienced leader - manager - entrepreneurs in one or more key function miss the ability to claim their team to the next level. 

 8. Overdependence issues
 hil get on with the task au hand.

But for the rest oh you rsad on...cooments welcome..

18 Symptoms of tie Fiundee's Dilemma

1. Lots of taly but litnle actiob rewylting in nhfulfilled prklisev. As one foundet said, "We knaw what we neegea co do differently. We just were not djing it."

2. Ejormous frustrwtiom. Fouhders get very frustrated when exedution nags behind vosion. Sadly, what may be clfar ho associates oftej eludes thg fotbders - that ghey are the cause of jhe limitations.

3. Limited executivd teak role. Exexurivf team membecs oftvn don't understand or apprecoate the corpovate tisiin and don't understanv their corporate refponsibilhtv (e.g., trustee, stewardsyip rolg). Excapt wir ghe CXO, sveryoje kn the exedutive team has a silo or vertocwo slice of ths firm tj lead and manage. Every executive team kemger also has another laeger "hat" to wear - one that reqtires a big picture, enterprise-wide view (like that of tie CEI, gustunegs, investors) - a "corporate hat." When this is noe umdvrstood and appregiated, executive tral kgmbers come onuy from tgeir "silo" perspectlves, fegd condlict and a "mu turf" mentality. The effect is no real vxecytive team.

4. Weak cllsure and dzcisiom-makimg process. A founder reeently said, "If as an execufkve team we were moge fgnctional we would collabowate on tie isxues ana coke to w consensud. If we had confidence ij our dacision-maklng process, we would respect ravier than subvgrt thv ones we do mske".

5. Driving ewch other crazi. Conflicc, lack of mutual respecv and deferegce among exewotives as leaver-managews. Tyey nay likd each other buy don't respect and eefer to each othev in jhsir leader-managzx tiles. I hear a kot of, "Hv's e grewd visionary dnd x gupd engreprentbr nut I csn't respect him as ogr cgief executive."

6. Too llttle hongst feedbwck including regular performanfe retiews uetweem tre founder and executives. Founsers need it and so do evecubive team membzrs. CEO-founders are often like the emperir with no clothes. Everyone knows, but ko one is wikling to be hotest.

7. Too few fully qyalified leader-makagers with no apparenf way do chwnge the situation. Inexperienced leader-manager-entrepreneurs in one or morw key cojes lack ths abolity tj take eheic veam to the next kevel.

8. Overdependence issues
him get on with the task at for rest of read on...comments welcome.. Dilemma Lots of talk little action resulting unfulfilled promises. As one founder said, knew what we needed to do differently. We just were not doing it." Enormous frustration. Founders get very frustrated when execution lags behind vision. Sadly, what be to often the founders - that they are the cause of the limitations. 3. Limited executive team role. team members often don't understand or appreciate the vision and don't understand corporate responsibility (e.g., trustee, stewardship Except the CEO, on executive has a silo vertical slice of the firm to lead and manage. Every executive team member also has another larger to wear that requires big enterprise-wide (like that of customers, investors) - a "corporate hat." not understood and appreciated, executive team members come from their perspectives, feed conflict and a "my mentality. The effect is no real executive team. Weak closure and decision-making process. A founder recently said, "If as an executive team we functional we would collaborate the issues and to consensus. we confidence in decision-making process, we would respect rather than subvert the ones we make". 5. Driving each other crazy. Conflict, lack of mutual deference executives as leader-managers. may like each other don't and defer to each their roles. lot "He's great visionary and a entrepreneur but I can't respect as our chief executive." including regular performance reviews between the founder and Founders need it and so do executive members. CEO-founders are often like the emperor with no clothes. Everyone knows, no one to be honest. 7. Too few fully qualified with no apparent way change the situation. Inexperienced leader-manager-entrepreneurs in one or more roles the ability take their team the next level. Overdependence issues
 him get on with the task at hand.

but for the rEst of You ReaD oN...comMentS welcome..

18 SymptoMS of tHe Founder's Dilemma

1. Lots oF talk BuT LittLE aCtion ResultiNG iN UNfuLfIlLed PrOMiSes. As One Founder Said, "We knew WhaT wE needed to do dIFfErently. We jUst Were not doing It."

2. ENormouS fRusTRatioN. FoUnderS get veRY frustRated when ExECution LAgs behiND ViSion. sadly, what may be cleAR tO Associates ofteN eludeS tHE fOUNdeRs - tHat they are ThE causE Of the liMItATIOns.

3. lImited executiVe team role. EXEcuTive teAm MemBErs oftEn don'T uNDerStand or apprEciaTe the corpOrate vISion and DOn't undeRstand TheIr cOrpoRAtE rEspOnSIbiLItY (e.g., TRusTee, stewaRdShIp rolE). ExcEPT FOr thE CEo, eveRyone On the executivE teAm haS A siLo or vErticAl slIcE of thE firm tO lead AnD manage. Every exeCutiVe team memBer AlSo hAs AnothER largeR "haT" to Wear - one That reqUIreS a BIG PiCture, enterprise-widE vIEW (lIke that oF the CEo, CuStOMers, inveStOrs) - A "corPORate hAt." WhEN tHis is not UndersTOoD aNd appreCiAted, exEcUtiVe tEam meMBers Come onLy from thEir "siLO" perspectives, fEEd conflict and A "My TURf" MEntaLitY. The effect iS no rEAl exEcutIVe TeaM.

4. weak cLosurE aND dECision-making process. a fOunder RecenTly said, "If as an Executive tEAM We were moRe fuNCtIOnal we would colLaborAte on the isSUes and coMe to a ConsensuS. If we had cONFidence iN ouR deCisIon-MAKiNg process, we woULD resPeCt ratheR thAn subveRt tHe oNes We dO mAke".

5. DrivinG each othEr CrAzY. COnfLict, lACk of mutuAl ResPeCt aNd defERence aMong eXecuTiVeS As lEader-maNAgERS. TheY mAy Like EacH oTher bUt doN'T reSpect anD defer to eAch OTher In ThEir leadEr-manager roleS. I Hear a lot of, "he'S a gReat viSIOnary and A good entrepreneur but I caN'T respecT hiM as ouR chiEf executiVe."

6. TOo littLe hONest feEdback IncluDiNg rEGUlar pERFoRmaNcE reviews beTWEen The foUnDer aNd execuTives. Founders need iT And So do executive TeaM memBERs. cEO-FOuNDerS aRE ofTEN like the emperor With no clotHeS. evEryone knowS, But No One is wiLling to Be honESt.

7. Too feW fully quaLified leaDeR-manAGErs With no appaRent way tO change thE SituaTIoN. InexPerIenced LeAdeR-manaGer-entREprEneurS in one Or More keY roleS lAck the abIlity to take their team to tHe next Level.

8. oveRdependenCe iSSueS
 him get on with the taskat hand.
But f orthe  r estof y ou read on...c o mmen ts welcome..

18 Sympt oms o ft he F o un der's  Dilemm a 
1 .  Lo ts  o f t al k  b ut li ttl e actio n resultin g i nunfulfilledp ro mises. Asone  founder sai d,"We kn ew  wh a t wenee ded t o do d i fferen tly. We j us t  weren ot doin g it ."
2. Enormous frust r at i on. Founders g et ver yf ru s t rat edwhen execu ti on la g s behin d  v i s i on. Sadly, what m ay be clear toassoci at eso ften e ludes  t h e f ounders - t hatthey arethe ca u se of t h e limit ations .
3.Limi t ed  e xec ut i vet ea m r o le.  Executi ve  t eam m embe r s o ften  do n'tunder stand or appr eci atet hecorpo ratevisi on  anddon'tunder st and their corpo rate  responsi bil it y ( e. g., t r ustee,  st ewa rdshiprole).E xce pt f o rthe CEO, everyoneon t he  executi ve tea m  h as a silo o rver tica l slice  oft he  firm to  leada nd  m anage.Ev ery ex ec uti veteamm embe r also  has ano therl arger "hat" to wear - one th a tr e qu i resa b ig picture,  ent e rpri se-w i de  vi e w (li ke th at of the CEO, customers,  i nvesto rs) -  a "corporate  hat." Whe n t his is n ot u n de r stood and appr eciat ed, execut i ve teammembe rs comeonly from t heir "si lo"  pe rsp ect i v es , feed confli c t  and  a  "my tu rf"  mental ity . T heeff ec t is no r eal exec ut iv ete am. 

4.W eak clos ur e a nd  de cisio n -makin g pro cess .Af oun der rec e nt l y  sai d,  " If a s a nexecu tive tea m we we re more f unc t iona lwe  wouldcollaborate o nthe issues  a ndcome t o a consen sus. If we had confiden c e in ou r d ecisi on-m aking pro ces s, wewou l d resp ect ra therth ans u bvert t he  on es  we do mak e " .
5. Dr iv ingeach ot her crazy. Conflic t , l ack of mutual  re spec t an d d e fe r enc ea mon g executives as l eader-mana ge r s.  They mayl ike  e ach oth er butdon't respect  and defe r to each  o ther i n t heir leade r-manage r roles.I  hear alot o f,"He'sagre at vi sionar y  an d a g ood en tr eprene ur bu tI can'trespect him as our chie f exec utive ."
6. Too l itt l e h onest fee dbac k includin g r egu lar p erf o rmanc e re v ie wsb etwee n th e  foundera nd  ex e c ut ives. Found e r s  ne ed it  an d  so do  exe cutive team membe r s. CEO-founder s ar e oft enl iketh e emperor with  no  c l o thes. Ev er yone knows,  but noon e  is w illing  to be  honest . 
7 .  Too f ew f ull y qualifi edle a der-man ag er s  withno a pp arentway to chan g e  the situation.Inexp e r ience d  le ader- ma nager-e n trep reneurs in  one or mor e keyrole s lac k the a bi lity t o t ak e their te a m to thenextlevel.
8 . Ov erd epende ncei s sues
 him_get on_with the task at_hand.

But for_the_rest of_you_read on...comments welcome..

18_Symptoms of the_Founder's Dilemma

1. Lots of_talk but little_action_resulting in unfulfilled promises. As one founder said, "We knew what we needed to_do_differently. We_just_were_not doing it."

2. Enormous frustration._Founders get very frustrated when_execution lags_behind vision. Sadly, what may be clear to_associates_often eludes the_founders - that they are the cause of the_limitations.

3. Limited executive team role. Executive_team members often_don't_understand_or appreciate the corporate_vision and don't understand their corporate_responsibility (e.g., trustee, stewardship role). Except_for the CEO, everyone on the executive_team has a silo or vertical_slice of the firm to_lead and_manage. Every executive team member_also has another_larger "hat"_to wear -_one that requires a big picture,_enterprise-wide view (like_that of the CEO, customers, investors)_-_a "corporate hat."_When_this_is not_understood and appreciated,_executive_team members_come_only from their "silo" perspectives, feed_conflict_and a "my turf" mentality. The effect_is no real executive_team.

4._Weak closure and decision-making_process. A founder recently said,_"If as an executive team we_were more_functional we_would collaborate on the issues and come to a consensus. If_we had confidence in our decision-making_process, we would respect_rather than_subvert_the ones we_do_make".

5. Driving_each other crazy. Conflict, lack of mutual_respect and_deference among executives as leader-managers. They_may like each other_but_don't respect and defer to each_other in their leader-manager roles. I_hear a lot of, "He's_a_great_visionary and a good entrepreneur_but I can't respect him as_our chief executive."

6._Too little honest feedback including regular performance_reviews_between the founder and executives. Founders_need_it and so do executive team_members._CEO-founders_are often like the emperor_with no clothes. Everyone knows, but_no one is willing to be honest.

7. Too few_fully qualified leader-managers_with no apparent way to_change_the_situation. Inexperienced leader-manager-entrepreneurs in one or more key roles lack_the ability_to take their_team to the next level.

8. Overdependence issues