LinkedIn Entrepreneurship Specialist | Co-founder Aerolab | Investor | Mentor & Advisor.
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“Oh my gosh, it’s been a lifetime!” “Why would I do this now? What if I fail?” “Why is it that I can’t stay still?” “Can someone save me? Superman, are you there?”
Yeah, that was how the little voice inside my head sounded when I made the decision to leave my role after 10 years. But it wasn’t just any job—I was the CEO of a digital product agency I founded myself, and leaving meant transitioning out of my own company. There was an endless list of what-ifs. And the above-mentioned statements are just some of the comments and questions that came to my mind.
Let me tell you (part of) my story and some of the lessons I sorted out during this whole journey.
First off, I co-founded Aerolab in 2012. At that time, as an accidental entrepreneur, I was a chameleon doing everything in my power to make the agency grow. I’m sure you’ve been there, too. Then, gradually, we started creating processes, workflow structures and methodologies or just mimicking methods that were already working for others. At the same time, we started hiring people, and unexpectedly the agency was up and running and we were working for top global startups.
For me, Aerolab means the world. It’s my first love. And from day one I felt that I needed to create something unique and transcending. I know that other founders probably feel the same about their own businesses. Having said all that, the real question is: How is it to transition out of your own company and let it transcend? Here are some important steps that worked for me.
Communicate the change appropriately.
Here’s where I believe the most important part arises: being clear, fair and honest with other team members about your plan. Although I’ve been open throughout the process when the statement of my stepping down became official, I first told team leaders, then the rest of the company, and last but not least our clients.
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The process was steady. In a usual Monday morning meeting, I remember telling my executive team, “New roles are setting in, but the company’s purpose remains untouched” and “We need to put the right people in the right seat in order to keep rising.”
After that, I communicated the news to the rest of the Aerolabers. And again, the message was the same: “Aerolab is far more than someone’s job description, and we’re taking this step for further growth and profitability.”
The rest flowed as a waterfall. For the clients, there was no massive communication because it felt a bit awkward. Instead, we did one-on-one chats with each of them, plus cross-channel communications via social media.
You have to be ready to fail.
We designed a tailor-made plan for my departure, knowing that it probably wasn’t going to follow the exact path we expected and that we would have to improvise while stumbling. So, prepare for that as well. Why? Well, basically because structural changes will always be followed by further changes. Think of Jenga. Now imagine it’s your turn and you remove a key block that leaves the whole tower shaking. The same happens while altering working roles because habits are mutating, and as a consequence, the company culture will likewise be affected.
Bring in (or appoint) a professional to help with the transition.
You may be thinking: Okay, got it, the Jenga analogy is cool … but where do I start? The first step we took was creating a crucial in-between player that could lead the transformation process: a chief of staff (a.k.a. someone who could escort the executive leaders, objectives and execution of the strategy).
This person synchronized what—in some way—was disassembling the Jenga tower, and doing so included specific tasks and issues such as meetings, goals, metrics and reporting. Bear in mind, all of this took place while trying to avoid overlap between roles and assignments.
Shift (or minimize the number of) your responsibilities.
Meanwhile, my responsibilities as CEO started diminishing, and all of a sudden I found myself performing a new paternal role where I only looked after qualitative matters: talking with leaders, listening, advising and exercising this new culture while spreading it to all Aerolabers and letting my business transcend.
Let’s zoom in on this “paternal role.” The truth is it was more of a feeling rather than something stated. It just happened because I knew I couldn’t (and didn’t want to) disappear overnight. So, my perspective started spinning and my diagnosis turned strictly qualitative with a reflective and coaching-like vision.
I’m still involved in business development and growth actions for Aero and I’ve never stopped being available 24/7 if anyone needs me because now I’m adding value from another role. Oh, and what they say about your first love is true: You’ll never stop loving it completely.
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Author: Agustin Linenberg, Forbes Councils Member
