Successful delegation is critical to growing your business. Whether you’re onboarding new team members or handing off part of your role. If you treat delegation as a briefing task you’ll only end up digging yourself deeper into the “I can do this better/faster myself” hole. So how do you do it effectively?

Being a female founder has its unique challenges. But the world is changing. The qualities female founders bring to a business are gaining value. There is an emerging sub-ecosystem of support for female founders fuelled by women and male allies, which I reference in this article. In addition to advice for investors and service providers wanting to support female founders.

What support do founders require post-funding? At this point they have they've outgrown accelerators and incubators, they have outgrown their networks, stakeholder expectations are high - and it's crunch time. We asked founders a year + on from receiving funding, and their investors - and here is what we found.

Establishing the right organisational culture for your business is crucial to its success - and is the cornerstone of transitioning from a Founder into a CEO.

Increased individual emotional intelligence and team social intelligence is key to team performance. As a leader you can facilitate and structure team engagements in a way that creates an environment that builds trust and connection among the team, and fosters social intelligence and cooperation.

As a leader re-engaging a team member or needing to find solutions to a challenging situation there is much that neuroscience can teach us. Team performance can be improved through a team culture that instills trust between team members.

Despite the recent groundswell of new programmes and initiatives to get more funding to female-founded businesses, what will it take to increase the numbers of female founders leading businesses of scale?

Navigating investment bias is no easy task as a female founder CEO. It’s money not mentoring that women need to scale their companies. A recent report from Astia VC provides insights on navigating bias and securing investment as a female founder.

Choosing your investment partner will be one of the most crucial decisions you will make as a founder CEO. Choosing wisely can mean having the backing of a powerful and incredibly useful partner. This choice is especially important for female founders who are often interested in impact as well as scale.

When you start a business, you are ‘CEO by default’. But what if you could become the CEO you’ve always wanted to be? A remarkable CEO for your team, your investors, and your business.

What does remarkable leadership look like and how can you achieve it?

Many female founders start a business believing passionately in the impact their work will have, only to get caught up and sucked into a predominately male “startup culture”. Instead of feeling fulfilled and successful, they find themselves isolated, burnt-out, and feeling trapped, wondering where it all went wrong.

But it doesn’t have to be this way.

People make a business successful. This is one thing experienced founders and investors agree on. Female founders are particularly good at people-related issues, yet 65% of high-potential startups fail due to people-related issues, specifically the founding team .

How we think and see the world affects our ability to lead. Read on to learn how and why a shift in mindset will fast-track your transition from founder to CEO.

The mark of a great leader is someone who thoughtfully makes robust decisions in circumstances when there’s no right or wrong answer. There are plenty of places to go to get practical support on filing a patent application or raising capital, but how do you decide on the right approach for leading your business at this time? One way to gain that fresh perspective and unlock your leadership potential is through group coaching. I’d go further to say it’s an essential support mechanism for founders.

When you’re promoted to a more senior role in the corporate space your new role comes with new objectives and metrics. What made you successful in your previous role often isn’t what will make you successful in your new one.

Should statements are harsh expressions of self-criticism, the product of exceptionally high expectations of oneself: ‘I should have known better.’ ‘I should want more’. ‘I should enjoy being a CEO.’ In this article, I explain why ‘should’ holds such power over us as entrepreneurs and explore three ways to challenge your self-critical thinking.

Ever feel way out of your depth leading your company, or that your success isn’t your own? Spend time you don’t have agonising over every decision, feel ill-equipped as a leader, even a fraud? It’s possible that you’re experiencing Imposter Syndrome, a thorn in the side of many start-up founders. Don’t suffer in silence. Keep reading, as I reveal where your imposter comes from, why it’s actually a strength, and how to channel its influence for good.

In this interview with Connie Henry, Founder of charity Track Academy, we explore the signs it’s time to start ‘unpicking’ yourself from your business. Connie discusses the four stages of unpicking her role in the team, her relationship with the Board of Trustees and key stakeholders, redefining her role and establishing a strategy to guide the business into the future.

Employees are a founder’s ‘canary in the mine’. When it’s time to change your ways of working for the good of the company it is your team who will recognise this first.

In this article, I share five signs that it’s time to step back and look at your habits and behaviours as a leader, so your business can scale.

Working online is not the same as face-to-face. So much of working in teams we do unconsciously. So how can you translate the physical world of meetings into the virtual one when the social rituals and cues you'd pick up in a physical meeting are invisible online?