Scaling with soul: Navigating the challenges of being a founder or owner

Being a founder or owner is incredible —it’s personal, it’s passionate, and it’s often overwhelming. You’ve built something special, but as your organisation grows, so do the challenges. You're juggling multiple responsibilities, making high-stakes decisions, and often feeling the weight of the world on your shoulders. 

Our founder journey, as well as what we have heard from those we have supported, has taught us that many of our challenges are unique to founders and owners. And sometimes there is a huge amount of comfort in hearing someone say, we get you, and we really do get you!

So, grab a brew and delve into these (probably all-too familiar) challenges or tensions that make founder or owner led organisations unique:

The bottleneck drama: You’re being dragged into too many things day-to-day. You feel like you still have to make all the decisions? 

Being a founder often means wearing many hats, but there comes a point when this becomes unsustainable. You find yourself being pulled into every decision, big or small, and it feels like you can't let go. This creates a bottleneck that not only slows down your business but also puts immense pressure on you.

Many founders recognise that they play a role in creating this situation. Your desire to maintain the high standards and approach that worked when you were a small team is understandable. After all, your success has been built on delivering a high-quality product or service that your clients or customers rely on.

You're not a narcissist; you know that your team members might do things better or have innovative ideas for improvement (that's why you hired them). But there's a part of you that hesitates to take the risk of letting go. It's a natural instinct to want to hold on to the control and knowledge that have been central to your success.

To make matters worse, your team sees you as the most knowledgeable and experienced person in the organisation. This perception reinforces your involvement in every decision, making it even harder to step back. However, this approach isn't sustainable in the long run.

So how do you let go in a way that works for you, your team and your clients?

The performance vs culture tension: You’re unsure how to improve performance or standards without upsetting people or your culture? 

Balancing performance and culture can feel like walking a tightrope. On one hand, you want to push your team to achieve higher standards and better results. On the other hand, you fear that pushing too hard might disrupt the positive culture you've worked so hard to build.

Many founders face this dilemma. They know that driving performance is crucial for growth, but they also understand that a healthy, supportive culture is what keeps their team motivated and engaged. It's a tough spot to be in, especially when you care deeply about both aspects.

You might worry that setting higher expectations will make you seem demanding or out of touch with your team's needs. You don't want to be the boss who prioritises numbers over people. But at the same time, you recognise that without continuous improvement, your business could stagnate.

So, how do you strike the right balance? How can you encourage your team to excel without compromising the values and atmosphere that make your company unique?

The accountability dilemma: People are not doing the roles that you need them to do, or they are not taking ownership enough?

Accountability can be a tricky issue. You might find that some team members aren't fully stepping into their roles or taking ownership of their responsibilities. This can lead to frustration and inefficiencies, as tasks fall through the cracks or aren't completed to the standard you expect.

For many founders, this challenge stems from a mix of factors. Perhaps there's a lack of clarity around roles and expectations, or maybe the team hasn't fully embraced a culture of accountability. It's also possible that some individuals are hesitant to take on more responsibility, fearing failure or criticism.

You know that fostering a sense of ownership is crucial for your team's success. When people feel accountable, they're more likely to be proactive, take initiative, and deliver their best work.

But how do you create an environment where accountability thrives?

The growth conundrum: Your organisation has grown, and you want to help your people to grow too? 

Growth is an exciting phase for any organisation. It means your hard work is paying off, and your business is expanding. But with this growth comes a new challenge: ensuring that your team grows alongside the organisation.

As a founder, you understand that your people are your greatest asset. Their development is crucial not only for their personal satisfaction and to make sure they stay, but also for the continued success of your business. However, finding the right ways to support their growth can be tricky.

How do you provide the necessary training and development opportunities without overwhelming your team or disrupting daily operations? How do you create a culture of continuous learning, whilst balancing the time and resources it requires?

The staying true but scaling: You want to keep what makes your organisation unique, but you also want to scale?

Scaling your business is exciting and it might be what you have been working towards for a long time, but it comes with its own set of challenges. One of the biggest concerns for founders is how to maintain the unique qualities and culture that set their organisation apart while growing.

You’ve worked hard to build a company that reflects your values and vision. This uniqueness is a key part of your identity and success. However, as you scale, there’s a risk that the very things that make your organisation special could get diluted or lost.

But how do you instill your core values in new hires? And how do you ensure that your growing team continues to embody the culture you’ve cultivated?

The corporate aversion: You know you probably need some kind of people strategy but the whole thing feels a bit too corporate? 

As a founder, you might feel a natural aversion to anything that feels overly corporate. You’ve built your business with a personal touch, and the idea of implementing formal people strategies can seem at odds with the culture you’ve created.

However, as your organisation grows, having a structured approach to managing your team becomes increasingly important. You recognise the need for a people strategy to retain great people and to ensure that your team is supported, engaged, and aligned with your business goals.

But how do you do this without losing the essence of what makes your company unique?

The hesitant investor: How can you justify and manage the costs of developing your team while ensuring a positive return on investment?

Investing in your team's development is crucial, but it can also be daunting. As a founder, you might feel hesitant about allocating significant resources to training and development, especially when the return on investment (ROI) isn't immediately clear.

You understand the importance of having a skilled and motivated team, but you're also mindful of the costs involved.

How can you justify these expenses and ensure that they contribute positively to your business's bottom line?

And the…will I ever be able to leave problem: While you might want to start planning your exit strategy, it currently feels impossible to imagine? 

As a founder, your business is your brainchild. You've poured your heart and soul into building it from the ground up. The idea of stepping away can feel both daunting and impossible. Yet, planning your exit strategy is a crucial step for the long-term success and sustainability of your organisation.

But how will the business function without you at the helm. Will it continue to thrive? Will your vision and values be upheld?

Conclusion

As founders, we totally get the ups and downs of running a business. If it feels like you're navigating uncharted waters but, you're definitely not alone. We have huge respect for the dedication and resilience it takes to bring your vision to life.

Every challenge you tackle is a step towards building a stronger, more resilient organisation. Embrace the process, learn from each experience, and keep adapting and growing. Your perseverance is what makes your business special, and overcoming these obstacles is just another chance to get even better.

At CAPE People Development, we know these challenges inside out. We’re here to help founder-led businesses move from feeling overwhelmed to finding clarity, focus, and taking impactful action. Together, we can achieve amazing things.

Find out more about how we can support you via our website.