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Also available at: Enterprise Leadership 5.0 January 21, 2025 Our NET.story Fact or Myth? Why Successful Founders Are Often Not Great Enterprise Leaders Successful founders are often the true visionaries who, with an idea, passion, and a lot of courage, set out to conquer the world. They're the ones who take the leap into the unknown, open the first office, develop the product, and win the first customers. But as the company grows and the demands on leadership increase, suddenly there are gaps – not in the idea, not in the product, but in the ability to run a enterprise. As a founder, you learn to be flexible, take risks, and do everything yourself. You live off the vision, the drive to create something impossible, and the belief that you're the only one who truly understands the business. But all these traits that have led to success in the early stages of the company can hold you back in the role of a leader. Why? Because leadership requires far more than just vision and perseverance. The Shift from Founder to Enterprise Leader In the early years of a business, the focus is on development and rapid growth. You’re constantly moving, improvising, and making decisions on the fly. But eventually, there comes a point when the company grows, the challenges become more complex, and the demands on leadership increase. It’s no longer just about quick success; it’s about sustainability, scalability, and, most importantly, leading an enterprise and the people working in it. This is where many founders stumble – because they feel so at home in the role of the “doer” that they underestimate the responsibilities of leadership. It’s a tough transition, both organisationally and psychologically. Founders must learn to let go of the “do-it-yourself” mentality, delegate tasks, and build a structure that will take the company to the next level. The Problem of Delegation One of the biggest challenges for founders is delegation. As solo players, they’re used to doing everything themselves. But with a growing team, it’s simply impossible to control every detail or make every decision on your own. Good business leaders must trust their team and place the right people in the right positions. However, many founders struggle to give up control – whether because they feel only, they truly understand the business or because they fear their standards won’t be upheld. This is where ego often comes into play. Founders tend to identify deeply with their idea and the company – as if they are the business. This self-overestimation often leads to the belief that they are the only ones capable of managing the business. The drive to do everything themselves, to micromanage, or to be involved in every decision can stifle creativity, initiative, and trust in the team. Ego and Overconfidence Ego plays a central role in the success of many founders – after all, it takes a certain level of self-confidence to even start a business. But the same ego can become a hindrance when it comes to effective leadership. Many founders overestimate their own abilities and believe they can make every decision better than their team. In the early years, this approach may work because they have complete control. But as the business grows, ego becomes a burden. Self-overconfidence often shows itself in how founders perceive their own role. Founders often see themselves as irreplaceable, as the driving force behind everything. But good leadership is not about being the center of attention or controlling everything – it’s about setting the right direction and creating an environment where others can thrive. It’s about recognising that leadership is not about being the hero, but about empowering others to succeed. The Difference Between Vision and Leadership A founder is often a creative thinker, an innovator – someone who builds a business from a clear vision and a lot of enthusiasm. But leadership requires something else: the ability to set a clear direction, make decisions that extend beyond the original idea, and guide the company through challenging times. It’s not enough to have a great idea and inspire the team. Effective leadership means thinking long-term, creating structures, and making decisions that enable the company to grow sustainably. Many founders struggle with this shift because they identify too strongly with their original idea. The vision of the company is something very personal – it’s what they’ve brought to life. But having a vision is not enough. You also need to be able to share that vision with others and lead the company in a way that it evolves beyond the original plan. Derivation: Growth Requires Change The transition from founder to business leader is one of the greatest challenges an entrepreneur can face. Successful founders must learn to redefine their role – from being the “doer” to becoming the “leader.” They ...