Article
The Founder Blindspot: Your Startup’s Biggest Obstacle Might Be You
September 12, 2024
The journey of startup founders is marked by a powerful paradox: they possess a unique set of strengths that make them exceptional at launching businesses but also exhibit weaknesses that can limit their ability to scale leadership as their company grows. Based on detailed research and analysis of 122 founders, it's clear that these strengths are pivotal in the early stages but can become barriers later on if not addressed. Let's explore both sides of this coin—what makes founders special and how their traits can ultimately hold them back.
The Founder’s Superpowers: Fuel for Early Success
Visionary Thinking and Passion Founders are driven by bold, groundbreaking ideas. Their visionary mindset allows them to see potential opportunities that others might miss, and they are unwavering in their belief that they can turn their vision into reality. This passion and conviction serve as a magnetic force that draws in investors, employees, and early adopters, creating momentum at critical stages when resources are scarce. This drive, however, can also lead to a disconnect between big-picture thinking and day-to-day execution as the organization grows. Founders may continue to focus on new ideas without fully considering how to operationalize them, leaving teams unclear on how to proceed.
Adaptability and Comfort with Ambiguity In the chaotic early days of a startup, founders thrive in environments that others would find unsettling. Their ability to navigate ambiguity and make decisions quickly in the face of uncertainty is key to their success. Founders are comfortable pivoting when needed, relying on their gut instincts and a continuous flow of feedback from the market. This adaptability, though, can evolve into constant shifting as the organization scales, where the lack of stable direction may confuse teams and lead to inefficiencies. Decisiveness and Risk-Taking Founders are known for their ability to make bold, swift decisions with incomplete data. This trait is essential in fast-paced environments where delayed action can mean lost opportunities. Their willingness to take risks often separates them from more traditional leaders who may require extensive data and time before committing to decisions. However, as the company grows, this instinctive decision-making can backfire when complex decisions require deeper analysis and input from various stakeholders. The very decisiveness that powered early success can become impulsive or reckless in a larger, more complex environment.
Creativity and Problem-Solving One of the most defining characteristics of founders is their creativity. Often referred to as “idea machines,” they consistently generate innovative solutions to complex problems. This creativity goes beyond product development; it extends to logistical problem-solving, resource maximization, and team management. Founders are relentless in seeking new approaches, which drives innovation. However, in a growing organization, the balance between creativity and execution becomes critical. Founders may struggle to transition from creative ideation to structured execution, leading to half-baked projects or teams left scrambling to keep up with a flurry of new initiatives.
Resilience and Self-Confidenc e Startup life is filled with challenges, and founders’ resilience is a cornerstone of their success. They are able to push through long hours, setbacks, and failures without losing sight of their ultimate goals. This mental toughness inspires confidence in their teams, investors, and other stakeholders, keeping the company moving forward despite adversity. However, this unshakeable confidence can lead to blind spots. Founders may become so focused on their vision that they fail to listen to feedback or adjust course when necessary, resulting in tunnel vision or decisions that are out of sync with the company’s actual needs.
The Scaling Struggle: When Strengths Become Limitations However, the very strengths that make founders successful in the beginning stages can become obstacles as the organization scales.
Micromanagement and Control Issues Founders often struggle to delegate effectively as their startups grow. The hands-on, all-in approach that is vital in the early days becomes a barrier when the team expands. Founders may find it difficult to relinquish control, continuing to involve themselves in every aspect of the business—even in areas where they lack expertise. This micromanagement creates bottlenecks, stifling employee autonomy and slowing decision-making processes. As the organization scales, the founder’s refusal to step back and trust their team undermines their own ability to lead effectively at a higher level.
Impulsive Decision-Making In the early stages, the founder’s ability to make quick decisions was an asset. However, as the organization grows in size and complexity, this decisiveness can become impulsive. Founders may make snap decisions without considering the broader implications, leading to costly mistakes. The lack of structured decision-making processes can leave employees feeling whiplashed by constantly changing priorities, reducing overall organizational efficiency.
Overcommitment and Burnout Founders’ passion and drive often translate into overcommitment, where they take on too much responsibility, refuse to delegate, and expect their teams to work with the same intensity. While this level of commitment is necessary in the early days, it can lead to burnout for both the founder and their employees as the company scales. Founders who fail to recognize this risk create an unsustainable work culture, prioritizing effort over strategic growth, which ultimately damages long-term performance.
Tunnel Vision and Short-Term Focus Founders can become disconnected from the day-to-day operations as the company grows, leading to a lack of awareness of team morale, operational efficiency, and long-term health. Their tendency to react to immediate challenges rather than plan for the future often results in missed opportunities for scaling. Strategic long-term planning becomes secondary to solving today’s crisis, which is unsustainable as the organization grows.
Conflict Avoidance and Accountability Gaps Many founders are conflict-averse, avoiding difficult conversations or deferring critical decisions about underperforming team members. This conflict avoidance creates a lack of accountability, where poor performance goes unchecked, and team tensions simmer beneath the surface. As the company scales, the absence of clear conflict-resolution processes and a culture of accountability undermines trust in leadership and diminishes overall team performance.
Lack of Structure and Dependability Founders are known for their high-energy, chaotic approach to work, but as the company expands, this lack of structure becomes a liability. Missing deadlines, shifting priorities, and operating without clear processes erode trust and diminish the organization’s ability to operate efficiently at scale. As a company grows, founders need to embrace structure—both in their leadership and in the systems they put in place—to ensure that their teams can execute consistently and effectively. The Founder’s Paradox: Bridging the Gap The key to overcoming these challenges lies in a founder's ability to recognize that what worked in the early days won’t sustain them through scaling. Successful founders evolve their leadership style by:
Conclusion: From Founder to Leader
The qualities that make founders exceptional at starting companies can hinder their ability to lead as their ventures grow. By recognizing these potential pitfalls and making intentional changes, founders can bridge the gap between being a scrappy startup hero and becoming a scalable leader. Based on statistical analysis and feedback from 122 founders, this research highlights the founder’s paradox: to succeed long-term, the same passion and drive that launched their company must evolve into a more structured, strategic approach to leadership.
Your success as a founder isn’t just about launching—it’s about growing, sustaining, and scaling your leadership as your company reaches new heights.
The Founder’s Superpowers: Fuel for Early Success
Visionary Thinking and Passion Founders are driven by bold, groundbreaking ideas. Their visionary mindset allows them to see potential opportunities that others might miss, and they are unwavering in their belief that they can turn their vision into reality. This passion and conviction serve as a magnetic force that draws in investors, employees, and early adopters, creating momentum at critical stages when resources are scarce. This drive, however, can also lead to a disconnect between big-picture thinking and day-to-day execution as the organization grows. Founders may continue to focus on new ideas without fully considering how to operationalize them, leaving teams unclear on how to proceed.
Adaptability and Comfort with Ambiguity In the chaotic early days of a startup, founders thrive in environments that others would find unsettling. Their ability to navigate ambiguity and make decisions quickly in the face of uncertainty is key to their success. Founders are comfortable pivoting when needed, relying on their gut instincts and a continuous flow of feedback from the market. This adaptability, though, can evolve into constant shifting as the organization scales, where the lack of stable direction may confuse teams and lead to inefficiencies. Decisiveness and Risk-Taking Founders are known for their ability to make bold, swift decisions with incomplete data. This trait is essential in fast-paced environments where delayed action can mean lost opportunities. Their willingness to take risks often separates them from more traditional leaders who may require extensive data and time before committing to decisions. However, as the company grows, this instinctive decision-making can backfire when complex decisions require deeper analysis and input from various stakeholders. The very decisiveness that powered early success can become impulsive or reckless in a larger, more complex environment.
Creativity and Problem-Solving One of the most defining characteristics of founders is their creativity. Often referred to as “idea machines,” they consistently generate innovative solutions to complex problems. This creativity goes beyond product development; it extends to logistical problem-solving, resource maximization, and team management. Founders are relentless in seeking new approaches, which drives innovation. However, in a growing organization, the balance between creativity and execution becomes critical. Founders may struggle to transition from creative ideation to structured execution, leading to half-baked projects or teams left scrambling to keep up with a flurry of new initiatives.
Resilience and Self-Confidenc e Startup life is filled with challenges, and founders’ resilience is a cornerstone of their success. They are able to push through long hours, setbacks, and failures without losing sight of their ultimate goals. This mental toughness inspires confidence in their teams, investors, and other stakeholders, keeping the company moving forward despite adversity. However, this unshakeable confidence can lead to blind spots. Founders may become so focused on their vision that they fail to listen to feedback or adjust course when necessary, resulting in tunnel vision or decisions that are out of sync with the company’s actual needs.
The Scaling Struggle: When Strengths Become Limitations However, the very strengths that make founders successful in the beginning stages can become obstacles as the organization scales.
Micromanagement and Control Issues Founders often struggle to delegate effectively as their startups grow. The hands-on, all-in approach that is vital in the early days becomes a barrier when the team expands. Founders may find it difficult to relinquish control, continuing to involve themselves in every aspect of the business—even in areas where they lack expertise. This micromanagement creates bottlenecks, stifling employee autonomy and slowing decision-making processes. As the organization scales, the founder’s refusal to step back and trust their team undermines their own ability to lead effectively at a higher level.
Impulsive Decision-Making In the early stages, the founder’s ability to make quick decisions was an asset. However, as the organization grows in size and complexity, this decisiveness can become impulsive. Founders may make snap decisions without considering the broader implications, leading to costly mistakes. The lack of structured decision-making processes can leave employees feeling whiplashed by constantly changing priorities, reducing overall organizational efficiency.
Overcommitment and Burnout Founders’ passion and drive often translate into overcommitment, where they take on too much responsibility, refuse to delegate, and expect their teams to work with the same intensity. While this level of commitment is necessary in the early days, it can lead to burnout for both the founder and their employees as the company scales. Founders who fail to recognize this risk create an unsustainable work culture, prioritizing effort over strategic growth, which ultimately damages long-term performance.
Tunnel Vision and Short-Term Focus Founders can become disconnected from the day-to-day operations as the company grows, leading to a lack of awareness of team morale, operational efficiency, and long-term health. Their tendency to react to immediate challenges rather than plan for the future often results in missed opportunities for scaling. Strategic long-term planning becomes secondary to solving today’s crisis, which is unsustainable as the organization grows.
Conflict Avoidance and Accountability Gaps Many founders are conflict-averse, avoiding difficult conversations or deferring critical decisions about underperforming team members. This conflict avoidance creates a lack of accountability, where poor performance goes unchecked, and team tensions simmer beneath the surface. As the company scales, the absence of clear conflict-resolution processes and a culture of accountability undermines trust in leadership and diminishes overall team performance.
Lack of Structure and Dependability Founders are known for their high-energy, chaotic approach to work, but as the company expands, this lack of structure becomes a liability. Missing deadlines, shifting priorities, and operating without clear processes erode trust and diminish the organization’s ability to operate efficiently at scale. As a company grows, founders need to embrace structure—both in their leadership and in the systems they put in place—to ensure that their teams can execute consistently and effectively. The Founder’s Paradox: Bridging the Gap The key to overcoming these challenges lies in a founder's ability to recognize that what worked in the early days won’t sustain them through scaling. Successful founders evolve their leadership style by:
- Embracing Delegation : Letting go of control and trusting their teams to make decisions without their constant oversight.
- Balancing Intuition with Data : Shifting from gut-driven decisions to a more data-informed approach, especially as complexity increases.
- Prioritizing Long-Term Strategy : Moving beyond day-to-day firefighting to set a clear long-term vision and creating scalable systems and processes.
- Fostering Communication and Accountability : Encouraging open dialogue, resolving conflicts head-on, and ensuring accountability across all levels of the organization.
- Investing in Personal and Team Well-Being : Managing stress effectively and avoiding burnout by creating a culture of recognition and support.
Conclusion: From Founder to Leader
The qualities that make founders exceptional at starting companies can hinder their ability to lead as their ventures grow. By recognizing these potential pitfalls and making intentional changes, founders can bridge the gap between being a scrappy startup hero and becoming a scalable leader. Based on statistical analysis and feedback from 122 founders, this research highlights the founder’s paradox: to succeed long-term, the same passion and drive that launched their company must evolve into a more structured, strategic approach to leadership.
Your success as a founder isn’t just about launching—it’s about growing, sustaining, and scaling your leadership as your company reaches new heights.
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Founders live in a world of chaos. It’s exhilarating, intense, and downright terrifying. You’re constantly shifting between the thrill of new ideas and the crushing weight of responsibility. Every decision feels like a life-or-death moment for your company, and the stress is unrelenting. Yet, amid this madness, there’s one thing that determines whether you’ll thrive or crash and burn: personal grounding.
Founders often carry a mythic aura, celebrated for their vision, charisma, and relentless drive. They are the bold risk-takers who disrupt industries, change lives, and will entire markets into existence. These narratives—as addictive as they are—often lead to an unfortunate misconception: that sheer genius is enough to scale a startup. It isn’t. Vision alone might get you through the knife-fight phase of a startup’s life, but when it’s time to scale, your brilliance can become a bottleneck. Founders who cling to the illusion that they can power through scaling challenges with charisma and creativity often fail spectacularly. This blog is a wake-up call for founders, potential founders, failed founders, and investors alike: genius alone will not carry you to the finish line. What separates the startups that thrive from those that crumble is not brilliance but the ability to build enduring systems, structures, and processes. Let’s dispel the myths and explore the unseen and often unglamorous work that founders need to master if they hope to turn a scrappy startup into a billion-dollar business. Myth 1: Vision Is Everything Most founders are natural Visionary Evangelists. They see around corners, spot market opportunities, and inspire teams with their bold ideas. Investors bet on these qualities, and for good reason: vision is what ignites the startup engine. But as the company grows, the same traits that propelled its early success can become liabilities. Vision without structure leads to chaos. Founders can’t just "will" their companies to scale. At some point, the organization’s complexity will outstrip the founder’s ability to manage it. The lack of clear systems and processes creates bottlenecks, frustrates teams, and erodes trust. Reality Check: Vision is critical, but it’s not a substitute for operational rigor. Scaling requires founders to translate their big ideas into actionable, repeatable systems. Without this bridge between strategy and execution, even the most promising startups will stall. Myth 2: The Founder’s Hustle Will Carry the Team In the early days, startups thrive on heroic efforts. Founders wear multiple hats, pulling all-nighters and stepping in wherever there’s a gap. This scrappy hustle becomes a badge of honor, an identity. But as the team grows, this approach becomes unsustainable and even destructive. Here’s the problem: many founders struggle to let go. They micromanage, make unilateral decisions, and refuse to delegate. Why? Because they’ve convinced themselves that no one else can match their passion or capability. This creates a toxic dynamic where the founder becomes the bottleneck, stalling progress and demoralizing their team. Reality Check: Hustle is not a scalable strategy. Founders must transition from being the hero to being the architect of systems that empower others to execute effectively. This means delegating, coaching, and trusting their team to own outcomes. Myth 3: Startups Should Avoid Bureaucracy The word “bureaucracy” sends chills down the spines of most founders. Isn’t the whole point of a startup to move fast and break things? Isn’t bureaucracy the enemy of innovation? Not exactly. While startups should avoid unnecessary red tape, the absence of structure often leads to inefficiency and burnout. Teams waste time reinventing the wheel because there’s no documented process. Priorities shift on a whim, leaving employees confused and disengaged. Founders who reject all forms of process in the name of agility often end up with chaos instead of speed. Reality Check: Scaling startups need “just enough” process to provide clarity and direction. Think of processes as guardrails, not handcuffs. They should enable agility, not stifle it. Myth 4: Scaling Is About Adding More Resources When startups hit growing pains, the instinctive reaction is to throw more resources at the problem: hire more people, buy better tools, raise more money. While these are sometimes necessary, they’re rarely sufficient. Scaling isn’t just about doing more; it’s about doing better. Consider this: doubling your team without clear systems in place will only amplify inefficiencies. Throwing money at problems without solving root causes leads to waste. Founders who equate scaling with “more” often find themselves with bloated organizations that are slow and unprofitable. Reality Check: Scaling is about improving efficiency and effectiveness. Before adding more resources, founders need to optimize their existing processes to handle greater complexity. What Successful Founders Do Differently So, what separates the founders who successfully scale their startups from those who don’t? Here are the key actions they take: 1. Re-engineer Inefficient Processes Successful founders don’t just patch over inefficiencies; they dig deep to redesign broken systems. They prioritize scalability from the start, asking questions like: “Can this process handle 10x growth?” If the answer is no, they fix it. 2. Shift from Doer to Leader Founders who scale learn to let go of day-to-day tasks and focus on strategic leadership. This means empowering their team to own decisions and outcomes while providing clear guidance and support. 3. Invest in People and Culture Scaling isn’t just about systems; it’s also about people. Great founders invest in hiring top talent, developing their team’s capabilities, and creating a culture that aligns with their values and vision. 4. Embrace Feedback and Adaptation Scaling is a messy process that requires constant iteration. Founders who thrive are those who actively seek feedback from their team, customers, and investors—and use it to refine their approach. 5. Build Operational Discipline This is where many founders falter. Operational discipline means setting clear goals, tracking progress, and holding people accountable. It’s about creating a rhythm of execution that ensures the company delivers on its promises. A Challenge to Founders If you’re a founder, ask yourself: Are you still trying to do everything yourself? Do your teams know their priorities, or are they constantly scrambling to figure out what matters most? Are your processes built to scale, or are you just winging it? Be honest. The answers to these questions will reveal whether you’re truly ready to scale your company or if you’re standing in your own way. For potential founders: Don’t romanticize the hustle. Building a startup requires more than just a big idea and hard work. Be prepared to master the unsexy, behind-the-scenes work of creating systems and structures that enable growth. For failed founders: Reflect on where things went wrong. Was it a lack of vision, or was it the inability to scale operations? Use those lessons to rebuild stronger. For investors: Stop glorifying the lone genius. Look for founders who are not just visionary but disciplined in execution. Invest in those who are willing to grow alongside their companies. The Takeaway Scaling is not a magical process that happens when you raise enough money or hire enough people. It’s a deliberate, disciplined effort to build the systems, structures, and processes that allow your company to grow sustainably. Vision might light the fire, but operational excellence keeps it burning. For founders willing to do the hard work, the rewards are immense. The ability to scale beyond genius is what separates the unicorns from the also-rans. The question is: are you ready to put in the work?
In a recent Founders Keepers newsletter entitled “When Their Moral Compass Fails, Leaders Fail: How Greed, Power, and Pressure Can Destroy Founders” I discussed how the pressure of investor demands, and the corrosive effects of power and greed can erode a founder’s moral compass. These challenges are not limited to startup founders; they affect leaders across all industries. However, our research on nearly 2,000 executives, including the top 200 leaders who emerged as the “best” based on 360-degree feedback ratings, provides a critical insight: the best leaders are unwavering models of integrity and values. This is not just an ideal to aspire to—it’s a requirement for sustainable success. When leaders prioritize integrity and live by a clear set of values, they build trust, inspire their teams, and create a foundation for enduring impact. This post will delve into what it means to lead with integrity, how the best leaders embody these principles, and actionable steps you can take to align with these ideals. Integrity: The Cornerstone of Leadership Integrity in leadership is about much more than honesty. It encompasses consistency between words and actions, ethical decision-making, and a commitment to doing what is right, even in the face of adversity. Leaders with integrity act as a moral compass for their organizations, guiding decisions and behavior through a clear ethical lens. Our research on the best leaders revealed several defining characteristics of integrity in leadership: Consistency in Actions and Words: The best leaders “walk the talk,” ensuring their actions align with their stated values. This predictability fosters trust and reduces organizational uncertainty. Ethical Decision-Making: These leaders prioritize ethical considerations, making decisions that align with their values rather than taking shortcuts for short-term gains. Accountability: They own their mistakes, modeling humility and responsibility for their teams. Take Howard Schultz, the former CEO of Starbucks, as an example. Schultz demonstrated integrity by prioritizing ethical sourcing, offering healthcare benefits to part-time employees, and fostering a culture of respect and inclusion. His leadership not only built a globally respected brand but also created an environment where employees felt valued, and customers felt connected to the company’s mission. According to a comprehensive review of the literature, leaders who demonstrate integrity cultivate stronger trust among their teams, improve morale, and enhance overall organizational performance. The ripple effects of their behavior extend to organizational reputation, customer loyalty, and financial success. Values as the Leader’s Guiding Light Values are the principles that define what is most important to an individual or organization. For leaders, values serve as a decision-making framework, shaping their behavior and influencing their teams. Leaders who model and promote core values create a strong organizational culture where employees feel aligned and inspired. In our study of the best leaders, the following behaviors stood out: Leading by Example: The best leaders don’t just articulate values; they embody them. Their behavior demonstrates the standards they expect from others. High Standards of Conduct: These leaders maintain impeccable personal and professional standards, setting a tone that permeates their teams and organizations. Promoting Organizational Values: By aligning their behavior with the organization’s mission and vision, these leaders reinforce the importance of shared values. Brian Chesky, CEO of Airbnb, exemplified these principles during the COVID-19 pandemic. Faced with difficult decisions, Chesky ensured that laid-off employees received generous severance packages and career support. His transparent and empathetic approach reinforced Airbnb’s values and preserved the company’s reputation during a challenging time. The literature supports these findings, emphasizing that when leaders align personal and organizational values, it leads to increased job satisfaction, higher productivity, and reduced turnover. Trust: The Currency of Leadership Integrity and values contribute to the most critical currency a leader possesses: trust. Leaders who consistently demonstrate integrity earn the confidence of their employees, stakeholders, and customers. This trust forms the foundation of effective collaboration, open communication, and organizational resilience. Our research showed that trust was a hallmark of the best leaders. They were described as dependable, reliable, and fair. Their actions consistently reflected their commitments, which inspired loyalty and respect. Paul Polman, former CEO of Unilever, is a shining example of how integrity builds trust. Polman led Unilever with a focus on sustainability and social responsibility, proving that profitability and ethical practices can coexist. His leadership attracted like-minded stakeholders, enhanced the company’s reputation, and set a benchmark for ethical corporate governance. Building trust, however, is not a one-time effort. It requires continuous reinforcement through ethical behavior, transparency, and accountability. As one executive in our study remarked, “Trust takes years to build, seconds to break, and forever to repair.” The Downside of Losing Integrity The stakes for leaders who fail to model integrity are high. Our review of business failures, including infamous cases like Enron and Theranos, highlights how a lack of ethical leadership can lead to catastrophic outcomes. Leaders who compromise their values for short-term gains risk not only their reputations but also the viability of their organizations. The Enron scandal was rooted in accounting fraud and ethical violations by top executives who prioritized personal gain over organizational integrity. Similarly, Elizabeth Holmes of Theranos allowed ambition to override honesty, leading to the downfall of a once-promising company. These examples underscore the importance of ethical leadership in avoiding reputational and financial disaster. Expanding the Legacy: The Ripple Effects of Integrity Leaders who model integrity extend their influence far beyond their immediate teams. They create a ripple effect that shapes organizational culture, industry standards, and even societal expectations. A consistent pattern in our research is that ethical leaders inspire ethical behavior at all levels of the organization, amplifying their impact. For instance, Satya Nadella’s leadership at Microsoft has transformed the company culture from one of cutthroat competition to collaboration and innovation. By prioritizing empathy, inclusion, and a growth mindset, Nadella has demonstrated how values-driven leadership can rejuvenate a global organization and inspire employees worldwide. This ripple effect is not accidental; it requires intentional effort to embed integrity into every aspect of leadership. Leaders must ask themselves: How can I ensure my values are reflected in the decisions I make, the systems I design, and the culture I cultivate? Actionable Steps for Leading with Integrity So, how can leaders ensure they remain models of values in the face of challenges? Here are actionable strategies based on our research and the broader literature: Clarify Your Core Values: Take time to reflect on your principles and create a personal mission statement. Ensure your values align with your organization’s mission. Lead by Example: Demonstrate your values through consistent actions. Be the behavior you wish to see in your team. Be Transparent: Openly communicate your decisions and the values guiding them. Transparency builds trust and accountability. Own Your Mistakes: When you fall short, acknowledge it. Use failures as an opportunity to model humility and resilience. Seek Feedback: Regularly solicit input from your team to understand how your behavior aligns with your values. This fosters self-awareness and continuous improvement. Promote Organizational Values: Reinforce the importance of shared values by embedding them into your organization’s culture and decision-making processes. Practice Ethical Decision-Making: Develop a habit of evaluating decisions through an ethical lens. Ask yourself how your choices align with your values and their impact on others. Amplify Your Influence: Leverage your position to mentor others, advocate for ethical practices, and inspire your industry to prioritize integrity. An Inspiring Legacy The best leaders are not only successful but also admired for their integrity and values. Their influence extends beyond organizational performance to leave a lasting legacy of trust, inspiration, and ethical conduct. As leaders, we must constantly ask ourselves: What kind of legacy are we building? In the words of one of the best leaders from our study, “Leadership isn’t about being in charge; it’s about taking care of those in your charge.” By prioritizing integrity and living by our values, we can inspire those around us and build organizations that stand the test of time. As you reflect on this, revisit the challenges I outlined in Founders Keepers —the pressures, greed, and power that can erode integrity. Let this serve as a reminder to stay grounded in your values and lead with unwavering commitment to what is right. Success is fleeting, but integrity endures.
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