So, you’ve founded a business. Now, you must determine if you want to take over as CEO. Doing so allows you more control of your business but also means developing skills that may not be inherent. However, founders striving to attain this position can succeed while enjoying the fruits of a company that expresses their unique vision.

Founder vs. CEO: What’s the Difference?

A founder is the person who founded the business, while a CEO oversees daily operations. The founder may decide to take over as CEO, or they may hire someone to handle these responsibilities, which often include:

• Developing strategies for carrying out short and long-term goals
• Collaborating with other C-suite executives
• Acting as the face of the company in media and customer relations
• Outlining the company culture and ensuring its implementation
• Overseeing operations

Meanwhile, the founder is responsible for launching the company and developing the business plan. From there, they may take a hands-on approach, ensuring their business plan is carried out through regular meetings or check-ins, or they may take a passive approach as a silent investor. They may even choose to sell the company.

Founder vs. CEO Skillsets

Founders and CEOs also require different skill sets. The more hands-on role of a CEO requires strong communication and leadership skills. These skills can also be helpful in founders, but many are more introspective, focusing on entrepreneurship, business planning, and development.

Furthermore, many founders are so focused on company success that they tend to micromanage. However, they will eventually evolve with the right approach to take on a CEO role that benefits everyone involved.

Moving Away from Micromanagement

For founders, the company is their baby. Like any good parent, they want to protect their baby and ensure it doesn’t get hurt. However, this type of oversight can develop into micromanagement in a company setting.

When workers are micromanaged, they find it challenging to make decisions when the opportunity arises. Micromanagement also creates a stressful environment with high turnover.

The best way to step away from micromanagement is to let go simply. Take a day off to see how employees handle tasks without you. You may be pleasantly surprised by the outcome.

Learning How to Delegate

Stepping away from micromanagement requires delegating tasks. That, in itself, is a skill.

Leaders must delegate tasks according to the employee’s skill set. They must give them tasks they feel they will excel at. CEOs must also consider the workload, ensuring they don’t give employees too much or too little to handle.

Delegation can be trial and error, but leaders will eventually find the right balance. An outlook that supports success and recognizes the positive will also support successful delegation.

Embracing Failure

Every leader understands the importance of embracing failure. They know that failure should be seen as a learning experience. Founders are more familiar with failure than anyone, having had to set aside those fears in launching their companies.

However, failure takes on a more significant role once the company is established. It could mean losing everything. According to a 2018 Norwest Journey Study, 90% of leaders say failure is their leading concern.

This type of mindset can interfere with management. It makes it difficult to let go, delegate tasks, and make decisions. However, leaders must stop catastrophizing failure and embrace its attributes. They should also empower their employees so they can make mistakes and learn from them.

Establishing Company Culture

No one is as familiar with a company’s mission, vision, and values as the founder. However, founders often work in silos absolving themselves of the responsibility of passing on these values to teams. A CEO must work hands-on to establish the company culture.

As CEO, founders must do more than make teams aware of company values. They will best establish culture by becoming a living example. They must express company culture in everything they do. Hopefully, employees will learn by their example.

Developing an Operating System

In the early days, an operating system could be your computer. But as your company grows, you must develop a system for teams to follow. You must adapt technology and outline processes that ensure the organization runs smoothly.

As a founder, you may have an operational vision in your head, but familiarity with technology and equipment could be a problem. This is where your C-suite comes in. Your CIO can guide you on technological matters while your COO oversees the logistics of the operation. Consult with them frequently to achieve optimal efficiency.

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