Why founder dependency is a team problem

Many founders reach a point where they feel too central to the business. Work needs their input to move forward. Projects stall without them. They’re pulled into decisions and details that should sit elsewhere.

It’s easy to see this as a leadership issue. But in most small businesses, founder dependency is just as much a team issue as it is a personal one.

What it looks like

You’re probably seeing things like:

• Work bouncing back for review or correction

• Team members checking in on decisions that should be theirs

• A general sense that everything runs through you

Often, the team is capable. But without clear roles, expectations or ways of working, they default to asking you. That’s not because they’re avoiding ownership. It’s because the structure doesn’t support it yet.

What to work on

Reducing founder dependency doesn’t mean stepping back and hoping for the best. It means creating the conditions that help your team step up.

That usually starts with:

• Clear responsibilities

• Shared understanding of what good looks like

• More consistent planning and reflection

• A rhythm that helps the team see progress and unblock issues themselves

You don’t need a full restructure. You just need a more deliberate way of working together.

Final word

If you’re still the glue holding it all together, that’s a business issue, not a personal failing. You’ve built something strong. Now it’s time to help the team carry more of it.

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