Founder Independence

Founder Independence is for founders and business owners who feel their company depends on them for every decision, every escalation, and every problem. As the business grows, that dependence gets worse—and so does the stress. This show focuses on one question: how do you build a company that runs professionally without you being the bottleneck? This isn’t motivation or quick tips. It’s practical systems work: removing decision bottlenecks, stopping problems from always traveling upward, and building consistent execution that doesn’t require the founder to be involved in everything. We’ll also break down why “just hire better people” and “just delegate more” fails when the sequence and structure are wrong. You’ll hear a mix of formats: deep-dive conversations with Bernd Geropp and Brian Creager (moderator and sparring partner), interviews with founders and experts who have solved parts of the puzzle, and occasional solo episodes when a topic demands it. Each episode aims to move you one step closer to true founder independence—system by system.

FI001 Why Leadership Breaks as Your Company Grows 01/28/2026

FI001 Why Leadership Breaks as Your Company Grows In this episode, Brian Creager and Bernd Geropp discuss the concept of Founder Independence, emphasizing the need for founders to transition from being the bottleneck in their companies to establishing systems that allow their businesses to run independently. They explore the importance of self-leadership, delegation, and creating a structured environment that fosters accountability and ownership among employees. The conversation highlights common pitfalls founders face, such as escalation culture and the challenges of growth without proper systems in place. The episode sets the stage for future discussions on leadership and business strategy. Takeaways The company often depends on one person, the founder. If the founder is the bottleneck, the company struggles to grow. Self-leadership is crucial for founders to let go of control. Clear roles and accountability are essential for delegation. Many founders work in their business instead of on it. Escalation culture can hinder effective decision-making. Growth without structure can lead to chaos. Founders must communicate their vision clearly to employees. Delegation requires a solid foundation and clarity. Leadership is fundamentally about systems, not personality. Chapters 00:00 Introduction to Founder Independence 03:34 What is Founder Independence 04:21 The Importance of Self Leadership 06:51 Establishing Structure and Clarity 09:19 Symptoms of Self Leadership Problems 11:59 Delegation and Responsibility 14:08 Escalation Culture and Inconsistent Execution 16:50 Growing Pains vs. Structural Issues 19:05 The Foundation of Leadership 21:23 Next Steps in Founder Independence 23:38 Effective Leadership Strategies Credits: Host: Bernd Geropp Moderator: Brian Creager Producer: Brian Creager Editor: Brian Creager Executive Producer: Bernd Geropp To catch the great episodes coming up on Founder Independence, please follow us on or your favorite podcast player. And if you enjoyed the show, please leave us a comment or a starred review. It’s the best way to help us get these ideas to more people. If you would like new episodes emailed directly to you, subscribe at /episode/index/show/leadershipmadeeasy/id/39893535

LME 065 - When "Just HR" Isn't Enough Anymore 10/29/2025

LME 064 - From Founder to Leader - Learning to Let Go 10/25/2025

LME 063 - Leading Under Pressure – Lessons from the Nuclear and Submarine World - Interview with Bill Nowicki 09/10/2025

LME 062 - Why Misunderstandings Happen - And How to Avoid Them as a Leader 09/03/2025

LME 061 - The 3 Biggest Fears Leaders Have About AI - And the Truth Behind Them 08/27/2025

LME 060 - Make Work Easier - The Process Driven Way with Layla Pomper 08/20/2025

LME 059 - A Summer Pause with Perspective 07/31/2025

LME 058 - How to Stay Calm Under Pressure - Even as a Leader 07/02/2025

LME 057 - Hustle Harder” Is Dead. Here’s Why… 06/25/2025

LME 056 - What Makes A Great Leader? Start By Asking What Makes A Good Employee. 06/18/2025

LME 055 - Big Goals: Why Thinking Small Won't Get You Far 06/04/2025

LME 054 - Behind The Scenes: Honest Conversation Betweeen Two Leadership Coaches 05/31/2025

LME 053 - What Every Business Owner Should Know Before Entering the U.S. Market 05/21/2025

LME 052 - Stop Throwing New Managers Into The Deep End 05/14/2025

LME 051 - The Power of One-on-Ones 05/07/2025

LME 050 - The First 100 Days As A Leader - How To Succeed In Your New Role 04/30/2025

LME 049 - Best Team Ever: How to Build a High Performing Team Without A Big Budget 04/23/2025

LME 048 - Debunking 7 Leadership Myths That Hold You Back 04/16/2025

LME 047 - My Personal Learnings From The Past 3 Weeks 03/29/2025

LME 046 - Help! My Boss Is Terrible - What Can I Do? 03/20/2025

LME 045 - Time For What Really Matters 03/11/2025

LME 044 - The Vision Journey: A Powerful Method To Gain Clarity And Direction 03/04/2025

LME 043 - The Toughest Leadership Challenge – And How to Overcome It 02/26/2025

LME 042 - Flawless Onboarding: How To Set New Hires Up For Success 02/19/2025

LME041 - How To Earn Respect As A Leader 02/12/2025

LME040 - How Many People Can You Effectively Lead? 02/05/2025

LME 039 - How to Set Clear Expectations for Your Team 01/29/2025

LME 039 - How to Set Clear Expectations for Your Team Shownotes: In today’s episode, we’re diving into a topic that might seem simple but is often overlooked: setting clear expectations for your employees. When was the last time you explicitly communicated what you expect from your team? If you’re thinking, “Well, they should already know,” then this episode is especially for you. Why Clarity Matters As leaders, we often assume our team knows what we want. After all, isn’t it obvious that deadlines matter? Or that quality is non-negotiable? But here’s the thing: what’s obvious to you might not be obvious to them. Imagine this scenario: You’re swamped with work, juggling five critical projects. You assign a team member, let’s call him Mark, to prepare a client report due by 9 a.m. the next morning. Mark works tirelessly through the night but realizes at 6 a.m. that he won’t be able to deliver both a polished and punctual report. He faces a tough choice: Option A: Send the report at 9 a.m. as promised, knowing the content is accurate but the formatting and design don’t meet your company’s usual high standards. Option B: Inform the client it’ll be late, deliver it at 11 a.m., and ensure the report reflects the quality and professionalism your company is known for. What should Mark do? If you haven’t clearly communicated your priorities—whether timeliness or quality matters more—he’s left guessing. And here’s the kicker: either choice might disappoint you if it doesn’t align with your expectations. Different Leaders, Different Expectations Here’s what two leaders might say in this scenario: Leader 1: “Mark, deadlines are sacred. We promised the client 9 a.m., and we deliver what we promise—no matter what. A delay is unacceptable.” Leader 2: “Mark, our brand is built on quality. I’d rather we take a little extra time to ensure every detail reflects our high standards. Let the client know it’ll arrive by 11 a.m.” Both perspectives are valid, but they represent very different values. The question is: have you shared your expectations with your team? Writing Down Your Expectations Let’s try an exercise. Grab a piece of paper and write down what you expect from your team. Things like: Punctuality Meeting deadlines Team collaboration Customer satisfaction Now, rank these in order of importance. Is hitting a sales target more critical than achieving zero defects in production? Does responding to client emails quickly outrank completing internal reports? The reality is, priorities can shift based on context, and your team needs clarity to adapt. Expectations in Communication Expectations extend beyond tasks and into communication. Take this real-life example: A regional manager once told his team, “I expect responses to my emails within one hour during business hours.” Now, let’s break it down. What he got right: He clearly articulated his expectation. What he got wrong: The expectation itself was impractical. Constantly monitoring and responding to emails disrupts productivity. A better approach? Clearly define your expectations for communication. For instance: How often should employees update you? Should updates be via email, instant message, or during meetings? How detailed should status reports be? A quick email summary or a full-blown report? The point is, don’t assume your team knows what you mean. Ask them to repeat back what they understand, and you’ll likely uncover gaps in understanding. Miscommunication: A Common Pitfall Here’s a quick test for you: ask your team to describe your expectations in their own words. Chances are, you’ll find discrepancies. This doesn’t mean your team isn’t listening—it often means you haven’t been clear or consistent enough. Real-Life Example: Status Updates Let’s say you ask Sarah, a project manager, for a status update. You’re expecting a concise email with key points, but she delivers a five-page report. Or worse, she sends a single sentence that leaves you with more questions than answers. This misalignment often happens because we fail to define what a “status update” means. Should it be a couple of bullet points? A detailed breakdown? Clarify this upfront, and you’ll save both time and frustration. The Cost of Assumptions As the saying goes, “After three years, every leader has the team they deserve.” If your employees aren’t meeting expectations, it’s worth asking yourself: Have I clearly communicated what I want? Have I revisited and reinforced those expectations regularly? Practical Tips for Setting Expectations Start with a Conversation Sit down with your team and discuss what you expect from them—not just in tasks but in behavior and communication. For example: “When I ask for a report, I expect a summary of key findings, no more than one page.” “When working remotely, please respond to messages within two hours unless you’re in a meeting.” Put It in Writing Create a document outlining your core expectations. This might include: Deadlines Quality standards Response times for internal and external communication Regularly Revisit Expectations Your priorities might shift over time. Use team meetings to update everyone on what’s most important now. Encourage Feedback Ask your team if they feel your expectations are realistic and achievable. For example: “Do you feel you have the tools and time to meet these standards?” Closing Thoughts Clear expectations are the foundation of effective leadership. When your team knows exactly what you value, they can make decisions confidently—even in your absence. /episode/index/show/leadershipmadeeasy/id/34653690

LME 038 - Who Should You Promote? 01/22/2025

LME 038 - Who Should You Promote? Shownotes: Checklist: Who to promote?: In today’s episode, we’re tackling one of the most critical decisions you’ll face as a leader or entrepreneur: who to promote into a leadership role. This isn’t just about rewarding high performers—it’s about shaping the future of your team and of your business. Why Promotions Are More Than Just a Title If you are a business owner and your business is growing, you’ve likely felt the pressure: more customers, more responsibilities, and, unfortunately, more chaos. You may have hired new employees to lighten your load, but somehow, you’re still trapped in the day-to-day grind, managing tasks and firefighting problems. Sound familiar? Here’s the thing: growth demands structure. Once you have more than seven direct reports, it’s time to rethink your organization. You need leaders to take responsibility for specific areas—not just tasks—so you can focus on steering the business, not managing every detail. But here’s the million-dollar question: who should you promote? Three Questions to Define the Role Before you choose the right person, you need to clarify the role. Start by answering these three critical questions: What will this leader be responsible for? Be specific. For example, if you’re hiring a marketing leader, will they oversee social media strategy? Content creation? Team management? Define their scope clearly. Example: Suppose you’re hiring a team leader for your marketing department. Will they oversee just social media, or will they also manage email campaigns and SEO? Clarify their exact scope. What decisions can they make independently? Leadership comes with autonomy. Decide which decisions this leader can make alone and when they need to consult you. For instance, can they approve campaign budgets? Adjust team schedules? Example: Can this leader approve campaign budgets on their own, or must they get approval from you? Deciding on autonomy levels upfront avoids confusion later. How will you measure their success? Reaching goals is obvious, but consider behavior too. Does the candidate inspire their team? Are they collaborative with peers? Success isn’t just about hitting numbers—it’s about embodying your company’s values. Example: It’s not enough to say, “Hit marketing targets.” Will success also mean fostering collaboration across departments? Maintaining high team morale? Be specific. Take time to write down your answers. These will serve as a foundation for your expectations and help you evaluate candidates objectively. Internal Promotion vs. External Hire Once you’ve defined the role, the next step is deciding whether to promote from within or hire externally. Promoting an existing employee often makes sense—they know your business, your culture, and your challenges. But how do you decide if someone is ready? Let’s dive into 10 key traits you should look for in potential leaders. The 10 Traits of a Strong Leader Trustworthiness Only promote someone you trust. This isn’t about their technical skills—it’s about their integrity. Will they act in the company’s best interests, even when no one is watching? You wouldn’t promote an employee who bent company rules to their advantage. Instead, look for someone who has consistently acted with integrity. Example like Sarah, who ensured compliance even when it meant pushing back on client demands. Loyalty A leader must have your back, especially in tough situations. They can disagree with you privately, but once a decision is made, they should fully support it. Loyalty is non-negotiable. Example: Imagine promoting someone like Alex, who always defends company decisions to clients and colleagues, even when he personally disagrees. Contrast that with someone who undermines leadership in private—such behavior is a red flag. Track Record Look for employees who consistently meet or exceed expectations in their current role. But beware: the best technical expert isn’t always the best leader. Leadership requires a completely different skill set. Example: Jane, your top salesperson, meets her quotas every month but prefers working independently. Meanwhile, Michael, a mid-level performer, often mentors junior staff and collaborates across teams. Michael might be the better leadership candidate because leadership requires teamwork, not solo success. Willingness to Learn Leadership is a journey, not a destination. Your ideal candidate should embrace feedback, admit mistakes, and actively seek opportunities to grow. Example: Consider Anna, who eagerly took additional courses to upskill, versus Jack, who avoids feedback. Anna’s growth mindset signals readiness for leadership. Team-Oriented Mindset Great leaders are team players. They motivate others, build strong relationships, and foster collaboration. Avoid promoting lone wolves—they’ll struggle to manage and inspire a team. Example: Rachel, who regularly volunteers to organize team-building activities, demonstrates a collaborative spirit. Contrast that with Mike, who prefers to work in isolation—he’s likely not leadership material. Conflict Management Skills Conflicts are inevitable. A leader must address issues early and constructively, not avoid them. Someone who is conflict-averse can create bigger problems down the line. Example: When two team members disagreed over project responsibilities, Dave stepped in, facilitated a conversation, and found a solution both sides accepted. This ability to address conflict constructively is vital for a leader. Problem-Solving Ability Leaders don’t just identify problems—they propose solutions. If an employee only brings you issues without ideas for solving them, they might not be ready for leadership. Example: During a product launch delay, Emma identified the bottleneck, proposed two solutions, and implemented the best one. Leaders need this kind of initiative. Self-Discipline Leaders must manage themselves before they can manage others. This includes setting priorities, staying organized, and taking responsibility for their actions. Example: Look for employees like Tom, who consistently meets deadlines and manages their workload efficiently. If someone struggles with time management, they may not be ready for leadership. Experience Leading While not mandatory, prior leadership experience—whether in a project, a volunteer role, or even a sports team—can be a strong indicator of readiness. Example: Kate successfully led a cross-functional project team last year, even though it wasn’t part of her formal role. This shows she can step into leadership naturally. Decision-Making Capability Leaders must make decisions, even under pressure. Look for someone who doesn’t shy away from tough calls and is willing to stand by their choices. Example: When your team was stuck on a critical issue, Matt made a decisive call and owned the outcome. Leaders need the courage to make tough decisions. What If No One Fits the Bill? You might be thinking, “None of my employees meet all 10 criteria.” That’s okay—no one is perfect. Focus on these must-haves: trustworthiness, loyalty, a solid track record, and a willingness to learn. The rest can often be developed over time with training and mentorship. How to Set New Leaders Up for Success Promoting someone is just the beginning. Here’s how to ensure their success: Define Clear Expectations: Share the three questions you answered earlier. Make sure they understand their responsibilities, decision-making scope, and success metrics. For example, if you expect your new marketing leader to double website traffic, make that explicit. Provide Training: Leadership skills can be learned. Consider enrolling them in a leadership development program, such as my upcoming Leadership Crash Course. Offer Ongoing Support: Regular one-on-one meetings, feedback sessions, and mentorship can make a huge difference in their growth. Be Patient: Remember, leadership is a skill that takes time to master. Give them room to learn and grow. A Final Thought Promotions aren’t just about filling a role—they’re about building the future of your organization. Choose wisely, invest in your people, and watch your business thrive. Call-to-Action: Download the Checklist In this episode I shared with you my framework for identifying the right leaders for your team. Now, to make things even easier, I’ve put together a free checklist of the 10 Traits of a Strong Leader. This checklist will help you evaluate your team members systematically and ensure you make the best promotion decisions. Here’s how you can get it: Simply visit berndgeropp.com/checklist-evaluate-leaders or click the link in the show notes to download your copy. It’s quick, it’s free, and it’s a great tool to have on hand as you plan your next leadership promotion. Remember, great leaders aren’t just found—they’re developed. Start today by using this checklist to spot potential in your team and nurture the next generation of leaders in your business. /episode/index/show/leadershipmadeeasy/id/34653670

LME 037 - My Experience with AI So Far 01/15/2025

LME 037 - My Experience with AI So Far Shownotes: Today, I want to share a personal story and my current thoughts on artificial intelligence (AI). A Surprising AI Conversation A couple of weeks ago, I was on a long drive, listening to an audiobook about OKRs—Objectives and Key Results—a popular framework for setting and tracking goals. While the book offered great insights, it felt overly optimistic, glossing over some potential challenges with OKRs. As I was pondering these issues, I thought, “Who can I discuss this with right now?” Instead of calling someone, I decided to open ChatGPT. But this time, I didn’t just type; I talked. Yes, I had a full voice conversation with ChatGPT using its text-to-speech capabilities. I spoke to ChatGPT as if it were a friend—casually, openly, and without overthinking. And it replied in a natural, conversational way. To my surprise, this wasn’t just a Q&A. It felt like a real discussion. I even caught myself gesturing as if I were talking to another person. At that moment, I was fascinated—and a bit unsettled. AI in Leadership and Beyond This experience got me thinking: How can AI like ChatGPT be used in a professional context? Could it become a “virtual team member” during strategy meetings? Could two AI models debate with each other to generate fresh perspectives? And what impact will this have on how we work and interact? AI is no longer a futuristic concept. It’s here, reshaping how we live and work. For example, AI excels at dynamic, complex tasks like autonomous driving, predictive modeling, and chatbots. In contrast, automation focuses on repetitive, rule-based tasks to increase efficiency and reduce errors. The real power lies in combining the two—what experts call “intelligent automation.” Challenges and Limitations While AI is powerful, it’s not without flaws. Let me share an example. I recently experimented with creating a customized AI chatbot, “Ask Bernd.” I trained it using my own leadership materials, including podcasts and video scripts. The goal was to make “Ask Bernd” answer leadership questions as I would. While the responses were often insightful, they occasionally contained fabricated details. For instance, it would refer to specific videos in my course that didn’t exist. This issue, known as AI “hallucination,” highlights a critical limitation: AI can produce convincing but factually incorrect answers. For businesses, this is a serious concern. Imagine using AI to create an internal knowledge base, only to find it spreading misinformation. Trusting AI blindly can lead to costly mistakes. Why You Should Engage with AI Now Despite its limitations, AI is a game-changer. Ignoring it isn’t an option. Remember the early 2000s, when some dismissed the internet as a passing fad? We all know how that turned out. As a leader, you need to experiment with AI tools—whether it’s ChatGPT, Google Gemini, or others. Encourage your team to do the same. Right now, no one has decades of experience with AI because the field is evolving so quickly. This is your chance to learn, adapt, and stay ahead. Practical Tips for Leaders Here are a few ways to start: Experiment Freely: Try tools like ChatGPT for drafting emails, creating job descriptions, or preparing interview questions. Empower Your Team: Show your employees how AI can make their work easier and more efficient. Continuous Learning: Attend webinars, take courses, and follow AI experts to stay updated. Remember, AI is not a replacement but a tool. Those who learn to leverage it will thrive, while those who don’t risk being left behind. Closing Thoughts AI is not just a buzzword; it’s a transformative technology shaping our future. As leaders, it’s up to us to guide our teams in embracing this change and using AI as a strategic advantage. /episode/index/show/leadershipmadeeasy/id/34644700

Founder Independence

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