What do I do when my co-founder is not in the right role?

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One of the themes that comes up again and again in coaching is the moment when a CEO starts to wonder whether their co-founder is still the right person for the role they’re in.

Sometimes it shows up as frustration.

Sometimes it’s confusion or guilt.

Often it’s just… stuckness.

As a coach, I feel both empathy and surprise at how often this conversation gets stalled. It’s one of those leadership challenges that people rarely talk about publicly—but it lives in the hearts of so many founders.

I remember navigating this with one of my own co-founders years ago. It was painful and complex. We’d built something from nothing, together. That made the conversations feel impossibly high-stakes.

One framing that’s been helpful for many CEOs I work with is this:

Treat the title “co-founder” not as a current role, but as a historical title.

They were there at the beginning. They were essential in creating something from zero. That’s sacred. But that title doesn’t automatically mean they’re the right person for the role today.

When we load up the present role with everything we feel toward them as a co-founder, things get complicated fast.

Suddenly, there’s an unspoken agreement:

They get special treatment.

They’re exempt from normal performance expectations.

They can’t be questioned the way others can.

This gets hard for CEOs. It gets harder for boards. And it can become toxic for leadership teams.

But if we hold “co-founder” as a historical title—something to be honored, not something that dictates current decisions—we unlock a much clearer lens.

We can ask, just like we would for any other leader:

• What is this role accountable for?
• What support does this person need to succeed?
• Are they the best person for this role now?

And if the answer is no, we can move forward—with empathy, clarity, and respect.

If you, like many of the CEOs I meet, are feeling concerned or frustrated about your co-founder’s current performance—or if you’re holding shame or grief that they might not be the right person for this phase of the company—you are not alone.

This is hard.

And it’s also normal.

You’re not doing it wrong.

And you are not alone.

You also don’t need to navigate it alone. If I can support you in any way, please reach out.

Wherever you find yourself on the journey today, sending you a big hug from my desk in northern France.

—Matt

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