How To Persuade Those Reluctant To Leave The Company To Leave The Company.

How to persuade those reluctant to leave the company to leave the company.

Once the things created by the founders are threatened, their motivation to protect their efforts will surpass the desire for success.

In September 2017, JulianDunkerton, co-founder of Superdry, was asked, "what do you want to own and what you don't have at the moment?" he replied, "I really don't have anything special to yearn for." Julian.

At that time, he scored a full score on his life satisfaction.

Things are changing.

There is no doubt that the entrepreneur wanted to win a seat on the board of directors of the company after he quit his brand clothing company last year.

He told me that only at a special meeting later to persuade shareholders to become a product and brand leader -- as part of the plan to revive this flagging group -- his satisfaction with life will return to the perfect full score.

The founders' desire for success is a basic driving force.

They aspire to change the world and become the best people to create and sell more products and improve customer satisfaction.

However, once their creation is threatened, their motivation to protect themselves will pcend the desire for success.

The feeling was even stronger when the founder's name hung on the door, and I stood outside the door looking inside.

Designer Diane von Diane VonFurstenberg told me last year that in the 80 and 90s of last century, after she sold her fashion company, she watched her brand go down, and how painful she was at that time.

Tim Wouter Stone (TimWaterstone) has repeatedly tried to buy his homonym bookstore (HMV owned the chain bookstore) but failed.

Steve, founder of Redrow, left the British residential builder in pursuit of other interests. He returned to the company in 2009 8 years later, in 2009.

Like dunkton's return to Superdry, his return was opposed by the then board of directors.

This company is "my baby. When you look at your baby in trouble, you can't sit back."

Not long ago, on the last day he worked at raldeo before he finally retired, he recalled, "I can see all the problems, and I was very depressed at that time because I could do nothing."

After re becoming Chairman, Morgan changed his strategy and led the company out of the financial crisis.

In a speech to investors, Deng kentun listed herself as one of the great kings of the world. He was named after Apple Steve Jobs (Dell) and DELL Dell (DELL Michael).

A theory based on cases such as apple and DELL, published in 2014, pointed out two basic conditions for the successful return of founders: first, the performance of the company must be deteriorating; two, the CEO's succession plan must make mistakes.

The founder, especially if he or she is still in the board of directors, is related to other directors and owns a large number of shares - thus becoming an obvious solution.

But the same thing happens frequently is that founders may be a stumbling block in a board that tries to open new era or change strategy.

Leonardo Delvecchio, the founder of Luxottica in Italy, has been reluctant to withdraw from the company that he founded for eight years. (LeonardodelVecchio)

Even after the merger of the eyeglasses company and Essilor, the lens manufacturer, he is still exerting influence.

Yes, his holding company is the largest shareholder of the group, and he is executive chairman.

But he has recently attacked the action of the head of the road, more motivated by the desire to die and the instinctive desire of the founder.

As an investor has said, he will not be short of Del Vecchio's self-made billionaire orphan.

The founders have other ways to maintain control.

Stelios, founder of easyJet, has retained a stake in the Budget airline company and owns the ownership of the "SteliosHaji-Ioannou" brand.

When he thinks the brand is at risk, he will use it as a voice authorization.

Such as Ma Yun (Jack Ma), Mark Zuckerberg (MarkZuckerberg) and other technology entrepreneurs, as well as the founder of the recent carpool company Lyft, adopt a new shareholding structure to guarantee future control.

If entrepreneurs do not think that they will always have the wisdom to contribute, they will not become who they are.

"By definition, they are special," said Ryan Krause, a co-author of the 2014 NeeleySchool of. "This is the key to the whole thing," said Ryan Krause, Claus.

A very small number of people, Steve Jobs, is one of them who can adapt well to the new environment.

They were benefited from their smooth executives and investors.

The problem of rigid and lasting protection for such people is that it is impossible to predict when the founders' abilities will be exhausted or even dried up.

Sometimes, their superpower will fade, or, as the Superdry board claims in opposition to dunkton's return, they are proved unable to apply their original winning strategy to a changing market.

If necessary, the board must be able to guide the founders to abdicate and keep a distance from them.

Morgan left voluntarily in 2000.

He told me recently that if I knew what I know now, I would never leave.

This is a dilemma.

In the case of Rado, Morgan's reasons for return are very sufficient.

But it is time to persuade the founders who are reluctant to let go. It's time to let go, just as convincing parents to stop worrying about their adult children.