Many founders start companies because they see an opportunity to change the way others are interacting with the world. They start with an idea and believe in that idea enough to turn it into a product or service.

But developing that idea into a product or service is just the first step. As a founder, and maybe first time CEO, your responsibilities will quickly morph into building a business that can support the spread of that product or service.

This is a huge shift for you and the company. You're no longer contributing to your vision by making the product. You're hiring a team to make that product, you're leading that team and you're coaching that team to lead others. As you try to build these skills you're also bracing for major changes to your company’s product, strategy or target market and talking to investors to make sure your team has enough funding to continue to dedicate their lives to the venture.

If the above sounds familiar, you’re likely transitioning from working in the business to working on the business.

This transition can feel incredibly disorienting for a leader and can often lead to procrastination on the intangibles that will matter most when scaling: developing cohesive teams and creating a culture of healthy conflict engagement and strong behavioral accountability.

Working with a coach can help you…

1. Develop a rhythm of working ON the business

   • Identify your current stage of growth and the specific actions to prioritize to stay ahead of the growth curve

2. Deepen self-intimacy to better navigate this new rhythm

   • Address psychological barriers that surface when leading others in high growth environments

   • Heighten self awareness as you engage in your own behavioral change and prepare to help others do the same