INTRODUCING FOUNDER’S FRAMEWORK

I’m incredibly excited to share the newsletter’s new look and name with you. Founder’s Framework was inspired by a decades-long passion for helping ambitious founders build companies they’ll love forever. Thank you for being a part of this journey!

YOU CAN'T GROW WITHOUT LETTING GO

Any parent will tell you that watching your child become an adult is as difficult as it is rewarding. Your instinct is to nurture them, protect them, and even make decisions for them — but ultimately, you have to take a step back in order to see them reach their full potential. When they reach a certain point of maturity, you simply have to let go.

The same is true for founders and their companies. Whether you’ve had children or not, as a founder, you understand how it feels to create something and watch it grow. And, if you haven’t already, you’ll also have the bittersweet experience of seeing your organization reach a size or stage that stretches beyond what you’re able to handle on your own. This is the point where you’ll have to reevaluate your approach or involvement in its evolution. But that doesn’t mean you’ve done something wrong — in fact, it means you’ve done everything really, really well. 

Read more in Grow or Die #3: The Art of Letting Go.

But delegating accountabilities is always easier said than done. Even with a great team in place, you might struggle to know how and where to begin. Understanding your company’s Strata and leveraging the Stages of Development framework (both detailed in the blog above) are two invaluable methods I’ve used to help my companies grow and thrive.

PERSPECTIVES

“A team is not a group of people who work together. A team is a group of people who trust each other.”  — Simon Sinek 

“Some people believe holding on and hanging in there are signs of great strength. However, there are times when it takes much more strength to know when to let go and then do it.”  ― Ann Landers

MARK MY WORDS

One of my most strongly held beliefs is that having the right people working in your organization can make or break your chances for long-term success. Hiring great people who share your Vision is step one in cultivating relationships rooted in truth and transparency. After all, the process of delegating is much easier when you’re handing things off to senior leaders you trust implicitly.

My last few newsletters have been about the dichotomy of business: You grow or you die. Sometimes, it can be really challenging to a) identify when your role, accountabilities, and responsibilities as a founder need to change, and b) actually begin to act on that realization so the business can continue to grow successfully. But you know what else is really challenging? Owning every aspect of your company, all at once, all the time. 

If you want to build a company you’ll love forever, you need to keep your Vision in mind. This includes what things look like after you’ve sold the organization or given the reins to whoever’s next in line. Being entrenched forever isn’t a viable option. Give yourself the permission and the parameters for gradually letting go. Your future legacy will thank you.

STAY TUNED

Are you struggling to find the right size for your organization? In next week’s issue, I’m sharing the key to scaling smart, overcoming stagnation, and building a thriving Stage Five company or beyond. 

WHAT DO YOU THINK?

I’d love to hear how this newsletter has helped you on your journey as an ambitious founder. Share your thoughts using this form, and your response could be featured on the new Founder's Framework site.