5 ways to lead from behind for sustainable growth
This article was published as part of the Denver Business Journal Leadership Trust, an invitation-only network of influential business leaders, experts, executives and entrepreneurs.
Companies that brand themselves independently of their founders are more likely to see sustainable growth than those that primarily identify with their founder.
As a coach and advisor to startups and growth-stage companies, I have a unique vantage point for both successes and failures. Over the years, I’ve seen a pattern: Success happens more often when leaders support from the “back of the pack” rather than insisting on branding the company in their image.
Here are my tips for creating a sustainable business by leading from behind.
1. Don’t make it all about you.
Over the past 25 years, I’ve studied successful companies and what sets them apart from companies that fail. One common thread I have found is that the companies whose founders deflect from being the hero are the most successful. There are exceptions to this, but not enough to change my hypothesis. Companies that brand themselves independently of their founders are more likely to see sustainable growth than those that primarily identify with their founder.
2. Be intentional about growing people.
Assuming you are trying to build a company to stand the test of time, then you need to immediately begin building a succession plan. This means hiring talented people and helping them develop as top-tier professionals in their own right. And don’t cultivate them in your image; rather, grow them to be independent, critical thinkers who will support and challenge you as a leader.
If you don’t have someone who can replace you on a moment’s notice, you are not creating a sustainable company.
3. Stay out of the spotlight.
I have seen hundreds of examples of company founders who spend a lot of their time doing speaking engagements, talking to reporters and seeking the limelight for themselves. This is a horrible distraction. It takes your time and energy away from strategy development, product development and people development.
If your company needs media attention, find members of your team to satisfy this need — it’s not your job.
4. Focus on your people and your customers.
Yes, your investors deserve your attention as an entrepreneur, but good investors should also want you to focus on what it means to grow your company. Your customers and your people are the most important relationships to nurture.
As Sam Walton is often quoted as saying, “Leaders must always put their people before themselves. If you do that, your business will take care of itself.” And regarding customers, “There is only one boss. The customer. And they can fire everybody in the company from the chairman on down, simply by spending their money somewhere else.”
So let go of the other pressures on your time and spend it where it matters most.
5. Remove yourself as a single point of failure.
As a founder, you are likely a single point of failure for some of the most critical pieces of the business. Savvy, experienced business owners launch companies and immediately embark on an effort to make themselves irrelevant.
For instance, as a founder you may be leading sales and marketing since you uncovered the problem, defined the solution and are driving the vision. That’s actually a dangerous position to put your company in. You can’t drive all the revenue, take care of all the customers and grow your business. So immediately start training up someone who can be client-facing, bring them along to client meetings, let them absorb the story and assume your role in sales so you can pay attention to your business.
The same scenario plays out if you are the technical mind behind the company. You have a responsibility to bring others on your team along with you as you embark on your innovation journey. You can’t be the technical genius and grow a company that will endure. So make your business about your people, not about you, and enjoy the benefits of success
Conclusion
As a student of leadership with a passion for startups and growing companies, I’ve seen a marked difference between leaders who achieve success — those who focus and are intentional — and leaders who struggle — those who are beholden to the spotlight, media attention and self-promotion. I encourage you to opt for the former, not the latter.
Read the full article here.
