Starting a software development company with multiple co-founders revealed challenges with a democratic approach to decision-making. Consensus-driven processes caused delays and indecision, particularly in urgent situations. To overcome this, the company adopted a rotating CEO model, allowing co-founders to take turns in leadership roles every three months. This method not only facilitated quicker decisions but also unveiled hidden strengths among the co-founders, enhancing their leadership and operational capabilities significantly.
The most valuable outcome was discovering capabilities we didn't know existed. Our most technical co-founder, who rarely spoke in client meetings, turned out to be exceptionally skilled at understanding customer needs when he had to step into that role.
Another partner, whom we viewed primarily as a creative talent, demonstrated strong operational instincts when given responsibility for our processes.
Collection
[
|
...
]