Founders have a hard time hiring. Often, when they need to “replace themselves”.
Not only hiring at the right level, but also hiring a C-suite replacement.
A coaching exercise I recommend with founders who were the marketing/product/sales leader is to go through:
Step In (Owner → Co-Owner)
Step Back (Co-owner → Collaborator)
Step Out (Collaborator at best)
A Simple Breakdown & Exercise
Step In - when founders stay involved, they actively have to declare they are stepping in and continue to own a specific activity or channel
Step Back - when founders need to step back but set a % for how involved they will be and whether they are a co-owner of this tactic/channel, etc. Founders can’t be the owner anymore and know they can’t just be a collaborator; this is letting everyone know they will be across this stream and the new hire will be a co-owner on this stream.
Step Out - when founders know they have to step out of the activity completely and clearly call out when they want to be involved in the run-through.
Founders can’t be a co-owner here; this causes issues, and status will outplay any job role/spec the incoming C-Suite will have.
Remove Friction From Their First Day
A core problem when you come into a newly formed C-suite role where the founder was the de-facto marketing/growth/product leader is knowing where the boundaries are, and when they own, co-own or collaborate on that topic moving forward.
This is a great exercise before you want to hire, and when you are running through internal job specs, you clearly call out what you own, co-own and collaborate on. Clear for founders, clear for incoming C-Suite leader.
There is nothing more challenging than the founder still co-owning something they enjoy, and it creates friction from day 0 with what your remit should be and how you keep them across their former remit.
Be clear, be concise and call it out.
» Need help? I offer exec coaching across the C-Suite and with founders. Get in touch or download my guide.
