There are just a few things you need to launch a business.
You need a vision (the ability to spot an opportunity or solve a previously unsolved problem), confidence, desire or passion, and a high tolerance for the probability of losing everything.
Fundamentally, this is all you need. These four things will get your business off the ground and, probably, help you land your first few customers. You don’t need much money to make this happen, and when it does, you’ll become a startup founder.
Growth, however, will bring new challenges.
Growth means you’ll probably need more employees, maybe a partner or two, a board of directors, and likely investors. You’ll need to learn new skills—what I call “adding tools to the toolbox”—so your business can scale and so you can become more effective as a founder. You’ll need to learn how to become flexible, how to be accountable to others, and become comfortable leading rather than dictating. You’ll need to improve your communications skills. You’ll need to define, develop, and maintain a culture, and figure out how you’ll deal with internal, and external conflicts (Eisenmann, Howe, & Altringer, 2017). These basic skills will carry you far, particularly if you are self-aware and introspective, and understand your shortcomings. With these “tools in your toolbox” you’re on your way to “Chief Executive Officer (CEO)-material,” but you’re not a CEO.
This point in your growth is where you get yourself into trouble as a founder. You want that CEO title because it gives some prestige and respect. While you may be the highest ranking individual in the company, overseeing the corporate decisions and managing operations, it’s disingenuous to claim the CEO title when you have only a few employees, and you’re flying by the seat of your pants, which is usually the case in a startup. You’re not fooling anyone with the title, let alone an investor.
When you take on investors, you must become a CEO; not just call yourself the CEO. The desire to have the CEO title without accumulating the skills necessary to be the CEO is...