Resolving Founders' Tension in a Growing Business
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Business Statistics
In this project, tension between the original founders and the third owner of the company reached its peak after five years of business. The conflict arose from perceived inequalities in work output, participation, and ineffective communication. Multiple divisions of the company were experiencing declining sales, and the owners were reaching their breaking point with each other. They were hesitant to express their true feelings and frustrations, leading them to withhold their honest opinions and attempt to continue “business as usual” until they could no longer.
2
Original Founders,
1
Honorary Founder
$25M
Annual Revenue
Technology
Company
25+
Employees
2-Year
Exit Strategy
The Background
In this project, tension between the original founders and the third owner of the company reached its peak after five years of business. The conflict arose from perceived inequalities in work output, participation, and ineffective communication. Multiple divisions of the company were experiencing declining sales, and the owners were reaching their breaking point with each other. They were hesitant to express their true feelings and frustrations, leading them to withhold their honest opinions and attempt to continue “business as usual” until they could no longer.
The Outcome
During this multi-month engagement, we concentrated on identifying and clearly articulating the unmet needs of each founder. We then discussed how their current strategies for meeting those needs were ineffective, leading to further disconnection, dysfunction, and resentment. New strategies, commitments, and processes were established to prevent the business from reverting to its previous state. We also addressed other points of friction in their relationships, rediscovered common ground, and reignited momentum for both the individuals and the group, helping them realign with their mission.
