Start-ups often face a paradox: the same traits that make a founder successful in the early stages can become a hindrance as the company grows. Founders often excel at product development, but struggle with management as their company expands. This is due to a lack of experience in managing large teams and the inability to delegate tasks effectively.

A common mistake is for founders to continue to focus on product development, neglecting other vital aspects of their business. This can lead to the company becoming overly reliant on the founder, stifling growth and innovation. Founders can also become defensive about their product, resisting changes suggested by their team or customers.

To overcome this, founders need to transition from being product CEOs to being organisation-building CEOs. This involves learning to delegate tasks, building a strong management team, and focusing on the overall growth of the company rather than just the product. It also requires being open to feedback and willing to make changes to the product based on this feedback.

However, this transition is not easy. Founders often resist the change, fearing they will lose control over their product. But by learning to let go and trust their team, they can ensure the long-term success of their company. Ultimately, the key to overcoming the product CEO paradox is for founders to evolve with their company, adapting their role and skills as necessary.

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