Tran­si­tion founder CEO

Finweek English Edition - - MANAGEMENT -

Do good founders make good CEOs? Of­ten not. There are vast dif­fer­ences be­tween lead­ing a com­pany as a founder and lead­ing as its CEO. What does it take to close the gap and are founders cut out to be CEOs?

First, what traits make a founder suc­cess­ful? A founder has a vi­sion and a pow­er­ful pas­sion for their of­fer­ing. They can mo­ti­vate cus­tomers, sta f f and fun­ders to be­lieve in their idea’s po­ten­tial. A founder be­lieves so whole­heart­edly in their vi­sion that they will push through un­cer­tainty and fail­ure to see their idea suc­ceed. And this dogged de­ter­mi­na­tion is vi­tal in the early stages of the busi­ness. Be­cause the f ledgling con­cept is still prov­ing it­self, and you’ll come up against lots of naysay­ers who will tell you that your of­fer­ing is doomed to fail. But the skills vi­tal to a founder’s suc­cess don’t nec­es­sar­ily trans­late into a suc­cess­ful CEO. WHAT SKILLS DO CEOS NEED? Here are the top 5 ac­cord­ing to Michael Kaiser-Ny­man, founder of Im­pact Di­al­ing, and Les McKe­own, Pres­i­dent and CEO of Pre­dictable Suc­cess, a lead­ing ad­viser on ac­cel­er­ated busi­ness growth:

1CEOs must be good with peo­ple. An ef­fec­tive CEO needs to at­tract tal­ent, in­vestors and cus­tomers and forge part­ner­ships. They must also be mas­ter­ful at

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