Running a tech PR firm means that the latest buzzwords in the industry often come across my desk. The latest, “Founder Mode,” piqued my interest because I used to lean into it personally. For those unfamiliar, the Founder Mode concept was popularized by Paul Graham of Y Combinator. It speaks to the unique position founders have within their companies. I’ve learned A LOT as the leader of PAN for nearly 30 years. I’ve acted in Founder Mode and the contrarian style, Manager Mode. While Founder Mode has proved successful for many, it wasn’t until I shifted to Manager Mode that PAN really hit its stride.
What is Founder Mode?
As people talk about Founder Mode, they often associate it with legendary tech figures like Elon Musk and Steve Jobs. These leaders had a hands-on approach to their companies. They embody the company’s vision and, through that, can push forward with a deep emotional connection that outsiders would struggle to replicate. They know their product and business inside and out, and, because of that, have the ability to make bold, gut-driven decisions that a professional manager might shy away from.
Rebuttals to Founder Mode liken it to micromanagement. However, I see it more as having an intimate relationship with the details of your business. For some, though, it can be hard to have this hands-on approach as the company continues to grow. That’s where the need for a shift to Manager Mode comes in.
My Journey to Manager Mode
I remember the moment vividly. We were stuck at a certain amount of revenue and were grinding to get past it, but we remained flat at this size for quite a long time. I talk about this more and how I overcame it in the PR Masters Series Podcast.
As a founder, it’s easy to be deeply involved in every aspect of the company and I found myself wrapped up in it. I was constantly making decisions to drive every aspect of the company forward. However, as we scaled, I realized two things that made it clear I needed to step back from the day-to-day and allow others to lead.
- As a people-first leader, I thrive on managing people how best they are managed, and no strong leader wants to be micromanaged. There’s a fine line between leading with passion and stifling growth through over-involvement. As the company expanded, I recognized I couldn’t be the person in the weeds of every decision. I had to place trust in MY people to make the right choices and allow them to execute without constant oversight.
- If you listen to the podcast I linked above, you’ll hear me talk about our shift to swim lane experts within my C-Suite. I have one of the BEST executive teams and I’ve shifted my role as a leader from micromanaging tasks to guiding these talented people to do what they do best. My goal is to empower them to lead in their respective areas. To do that, they needed my support and my trust. I evolved into a manager who provides direction and guidance but gives my team the freedom to excel.
At PAN, this shift has allowed us to scale while maintaining the core values and vision we established on day one. This shift has allowed us to bring in new ideas, fresh perspectives and innovative approaches that I really don’t think would have been possible if I still operated in Founder Mode.
I am so happy I loosened the reigns and empowered my team to own their respective areas. Through this, we were able to grow past the revenue sticking point I previously mentioned; and we continue to soar.
