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I am not in that position, but I have a few friends that are. My advice would for you to hire a COO - I say hire instead of promoting because I am assuming that
by soneca 9y ago
I am not in that position, but I have a few friends that are. My advice would for you to hire a COO - I say hire instead of promoting because I am assuming that if there were someone with the skills for the job you would already have noticed and not be feeling that much pressure.
A non-technical COO can be helpful to discuss the vision of the company and share the responsibility to execute it.
A friend of mine is Co-CEO with 2 others. It works great for them (but they know each other for some time). The key is that anyone of them can make most decisions without consulting the others.
- scalesolved 9y ago" I say hire instead of promoting because I am assuming that if there were someone with the skills for the job you would already have noticed " Whilst this could be true there also is the possibility for the OP that the business has grown rapidly and they are still trying to operate the same way as the early months, trying to be involved in too much and not delegating control and decisions. My advice would be to have an honest conversation with the whole team, show the trust to be vulnerable and I'm sure if the team are great as you say people will find a way to pull together. If these things don't work though as another poster mentioned, sell the business and protect your health. Best of luck!
- soneca 9y agoYou are right, I jumped some steps. I wholeheartedly agree that the first step is to be transparent with the whole team and tell them the situation. Ideally with all the team, but if there is not so much trust with everyone, at least with the co-founders and all the most senior and team leaders employees.