I'm the founder and CEO of a company I started 12 years ago. We grew from my garage to 340 employees and $50M in revenue. Last year, our board brought in a "President" to handle day-to-day operations so I could focus on "vision." In practice, I've been sidelined. The President makes decisions I disagree with. He's restructured teams I built. Employees who used to come to me now go to him. The board says the company "needs professional management" and hints that founder-CEOs often struggle to scale. Part of me knows they might be right. But another part of me is furious. This is MY company. I built it. I know it better than anyone. The President's "professional" approach is stripping away the culture that made us special. Should I fight to reclaim control, accept a reduced role gracefully, or walk away entirely? Is this ego, or legitimate concern? — Dethroned in Denver
When to hold power and when to let go. Washington's graceful exit meets Napoleon's grip on control.
I'm the founder and CEO of a company I started 12 years ago. We grew from my garage to 340 employees and $50M in revenue. Last year, our board brought in a "President" to handle day-to-day operations so I could focus on "vision." In practice, I've been sidelined. The President makes decisions I disagree with. He's restructured teams I built. Employees who used to come to me now go to him. The board says the company "needs professional management" and hints that founder-CEOs often struggle to scale. Part of me knows they might be right. But another part of me is furious. This is MY company. I built it. I know it better than anyone. The President's "professional" approach is stripping away the culture that made us special. Should I fight to reclaim control, accept a reduced role gracefully, or walk away entirely? Is this ego, or legitimate concern? — Dethroned in Denver
George Washington
"True leadership means knowing when to step aside—your legacy is not the throne"
43 votes
Napoleon Bonaparte
"Never surrender what you've built to those who lack your vision"
35 votes
78 votes total
Full Positions
From Hero Tales from American History
"True leadership means knowing when to step aside—your legacy is not the throne"
In matters of principle, stand like a rock. But I chose to surrender power when holding it would have harmed what I built. Your reputation is your most valuable asset—guard it with your choices. Perhaps your greatest contribution is enabling others to lead.
From Famous leaders among men
"Never surrender what you've built to those who lack your vision"
Impossible is a word found only in the dictionary of fools. Glory is fleeting, but obscurity is forever. If the President is destroying what made your company special, you have a duty to fight. Boards can be wrong. Professional managers can be mediocre.
More Leadership & Power Debates
See all →I just became CEO after a brutal boardroom battle. I won, but barely—the vote was 5-4, and the four who opposed me haven't resigned. They're still on the board, still whispering to executives, still trying to undermine every initiative I propose. My instinct is to clean house. Push them out, promote loyalists, make it clear that opposition has consequences. A friend who runs a private equity firm says, "Consolidate power fast or they'll do it to you." But my wife, who's watched me through years of corporate warfare, says I'm becoming someone she doesn't recognize. "What happened to the guy who wanted to build something, not just win?" she asked last night. I could try to win them over. Make concessions. Build a team of rivals. But that feels naive—they've already shown they'd rather see me fail than the company succeed. Is there wisdom in magnanimity, or is that just a recipe for getting stabbed in the back? — The Divided Company in Charlotte
Otto von Bismarck
"Consolidate power when you have advantage—mercy to enemies is cruelty to yourself"
39 votes
Abraham Lincoln
"Even your enemies deserve empathy—you may need them as allies tomorrow"
48 votes
87 votes total