You May Not Be the CEO—and That’s OK
Let’s talk real for a minute: as a founder, you’re a powerhouse. You’ve got the vision, the hustle, and that unrelenting fire in your belly. You’ve been running full throttle, making decisions in a blink, pivoting like a pro, and driving your business forward with sheer force of will. You’re the person who makes things happen, plain and simple.
But here’s the twist: what got you here may not be what takes you to the next level. Being a dynamic founder and being a great CEO? Two different ball games. When your company starts to scale—when you’re no longer just fighting to stay afloat—you’re suddenly responsible for way more: a team, investors, customers, and this growing empire you’ve built. The job stops being about scrappy survival and starts demanding big-picture strategy, operational precision, and team-building magic.
It’s a shift. A huge shift.
The Founder vs. CEO Dilemma
Let’s be honest, a lot of founders struggle with letting go. You’ve been hands-on from the jump, doing all the things. Delegating? Trusting someone else to make the calls? Building systems and structure? That can feel unnatural—like giving away pieces of your baby. But here’s the truth: not stepping back can hold your business back.
Transitioning from founder to CEO isn’t just a promotion; it’s a transformation. It means trading in your tactical hat for a strategic one. It means thinking about the company holistically, not just about the tech or the product. And not everyone wants to—or can—make that leap.
Take Stewart Butterfield, the co-founder of Slack. Stewart originally started out building a game—yes, a game! When that didn’t take off, his team pivoted to a new idea: a communication tool they’d built for themselves during development. That tool became Slack. Stewart had the creativity and adaptability to birth the idea, but as Slack grew, he had to evolve his leadership style to match the demands of running a massive, public-facing company. It wasn’t about the scrappy, experimental days anymore—it was about strategy, culture, and scale. Stewart made that leap, but it took a shift in mindset to thrive as a CEO.
Knowing When to Step Aside
Here’s the thing: stepping back doesn’t mean stepping down. Recognizing that you’re not the right person to steer the ship at this stage? That’s leadership. It’s not a knock to your ego—it’s a sign of growth. By bringing in someone with the skills to scale, you’re ensuring that your vision survives, thrives, and reaches heights you never imagined.
Being a great founder is about sparking the flame and building the foundation. Being a great CEO is about turning that flame into a sustainable fire. It’s two different skill sets, and understanding which one you shine at is critical for your company’s future.
So, if you feel like you’re in over your head, don’t sweat it. Letting someone else take the reins isn’t a failure—it’s a power move. It’s about what’s best for the company you’ve poured your heart into. Step back, trust the process, and remember: knowing your lane isn’t a weakness. It’s wisdom.
And in the end, your legacy as a founder won’t be about whether you held the title of CEO. It’ll be about building something that lasts. That’s the real win.
Candie Matthews Brackeen Founder + CEO of Lightship Foundation
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