Letting Go to Grow Part 2 – The Symbiotic Dance between Founders and Organisations: The Challenge of Self-Awareness

In the previous part of our series, we touched upon the intricate dynamics founders experience as they transition from birthing an idea to seeing it blossom into a thriving organisation. With the maturity of the business comes the inherent challenge of evolving as a leader. The crux, however, lies in the balance - between holding on and letting go, between growth and stability, and between the past and the future.

Understanding One's Identity

By its third or fourth year, an organisation typically stands firm in its identity - a clear understanding of its offerings, its role in the marketplace, and its value proposition. This is often manifested in a well-defined go-to-market strategy and a laser focus on its target audience.

The Allure and Ambiguity of Growth

When giving a guest lecture at the University of Sydney MBA program on "Growth Under Pressure", I prompted students with two quintessential questions: Why are we growing? and should we grow? In start-ups, growth isn't just about numbers. It's a testament to persistence, ambition, and vision. Yet, it comes with its set of intricacies.

While many start-ups commence with tight budgets and lean teams, the push for growth often tests these foundational principles. Balancing financial allocations between areas like marketing, growth, payroll, and customer satisfaction becomes an ever-evolving puzzle for founders.

And herein lies the rub. Growth doesn't always follow a linear trajectory. Sometimes, exponential growth might necessitate substantial resources. At other times, minimal growth could demand disproportionate investments. For founders, deciphering this dynamic can feel both overwhelming and perplexing.

The Imperative of Self-Awareness

In our earlier discussion, we explored how founders, shaped by their early entrepreneurial journey, can develop an instinctual resistance to change. Given their foundational role, they wield the influence and authority to set the course for the organisation. But this very power, when unchecked, can become a double-edged sword.

If founders aren't acutely self-aware of the motivations driving their decisions, they risk misjudging their role. Instead of acting as stabilisers during phases of rapid growth, they might inadvertently work against it, seeking the comfort of the familiar, and inadvertently stifling the organisation's potential. This lack of introspection can blur the lines between genuinely protecting the organisation's interests and unintentionally suppressing innovation and creativity.

In an ironic twist, the very actions aimed at fostering growth could lead to its deceleration, all because of a lack of clarity in understanding one's evolving role in a growing entity. In essence, the dance between founders and their growing organisations is one of balance and self-awareness. The road ahead demands not just business savvy but a deep, introspective understanding to ensure that the dance, though complex, is harmonious. As we progress in this series, we'll delve deeper into strategies that help maintain this equilibrium.