When to Delegate the BIG Role (CEO)?

Sarah Kauss is the founder of S’well, a company producing personal convenience items. As the company grew, she realized she needed to turn the operating reins over to a new manager. Then she could focus on executive decisions.

As a company founder, this can be one of the toughest decisions you face. After all, It’s your company, right? Your baby! 

For a leader, recognizing when it’s time to let go of day-to-day details is important. Especially if you want the company to continue growing and improving.

Kauss had decided it was time. She needed space to consider new opportunities, broader markets and partnerships.

So whom could she count on to handle this? Another tough decision. She didn’t see anyone on her team that she deemed capable of it.

Here’s Kimberly Weisul‘s account of what happened next.

A quick summary: After a year-long+ search she found the guy she picked as the perfect fit.

  • He had experience in a similar business sector.
  • He’d worked with founder-led companies.
  • He was available.

So she hired him.

Her biggest regret about the process? She spent too much time searching traditional channels before she turned to people she knew.

Her biggest concern? Might I forget his and my new roles and undermine him?

A month into the new arrangement, it seems to be going well. I’ve made a note to check back in a year or so, and offer an update.

Read the details of the story here.

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