Founder Stall Phase (FSP)

From Early Days to the FSP
The in house skills that get a company off the ground rarely get it far enough beyond this. In the early days, the founder directors have to take on roles and responsibilities that don’t always play to their strengths – it’s knowing what and when to let go that’s the key.

External Experience
A company’s growth (and sometimes survival) beyond the FSP depends on bringing in selected complimentary external talent on a part time, contract or permanent basis. This allows all parties to play to their strengths and sideline their weaknesses.

Breaking Growth Barriers
Founder directors that selectively embrace external help will grow their businesses far beyond the self imposed limits of those that don’t. Of course not all external help is equal and some will deliver more value than others, so selectivity here is paramount.

Constructive Challenge
A business coach that fails to constructively challenge and question your strategy and approach will contribute little of value, whereas one that does can greatly enhance your thinking. So take care not to choose the business coach that simply agrees with you!