Startups are taking longer these days to become successful scaleups, and one informal survey reveals that founder-CEOs are experiencing burnout at a disturbing rate. More to the point, it can be alarming to the board and employees — and extremely risky to morale and growth — when the CEO suddenly reveals that they are tapped out and are unable or unwilling to continue. What can CEOs and companies do to prevent burnout or minimize the risks to all concerned?
Philip Lay spent two decades as an account executive, general manager and entrepreneur, before becoming a strategy advisor and managing director with The Chasm Group in 1995.
Today Philip is visiting professor at IESE business school in Barcelona and serves on a public-company board alongside his advisory activities with boards, CEOs and management teams.
Major clients include Autodesk, Compuware, HP, NetApp, Rackspace, SAP, and Salesforce.com.