The Challenges of Choosing a Business Visionary: Co-founder vs. Marketing and Sales Manager

When it comes to identifying a business visionary within a company, there is no one-size-fits-all answer. The choice largely depends on the company's unique needs and the specific roles of its key personnel. In this discussion, we'll explore the potential challenges and considerations in deciding whether a co-founder or a seasoned marketing and sales manager should be the visionary leader.

Understanding the Roles

It is important to first understand the distinct roles of a co-founder and a marketing and sales manager. A co-founder is typically one of the early trailblazers who helped create the company's initial vision and framework. Their role is often more strategic and involves long-term planning and innovation. On the other hand, a marketing and sales manager is responsible for driving short-term and medium-term growth, ensuring that the company's products or services are effectively marketed and sold to the target audience.

The Myth and Reality of Leadership Titles

While titles such as co-founder or marketing and sales manager may indicate certain levels of responsibility and authority, they do not guarantee visionary leadership. The title means nothing when it comes to being a visionary. Visionary leadership is not defined by a person's title or role, but rather by their ability to identify and pursue innovative ideas that can shape the future of the company.

Finding the True Visionary

In some cases, a co-founder may indeed be the visionary. They often possess a clear and compelling vision for the company and are relentless in driving it forward. However, there are scenarios where a co-founder may lack the skills or experience necessary to execute that vision effectively. Alternatively, a highly experienced marketing and sales manager may emerge as the visionary. Such individuals often bring a wealth of industry knowledge and practical experience, which can be invaluable in translating abstract ideas into tangible results.

Example: A 12-Month Experience

Consider a scenario where a marketing and sales manager has been working at the company for 12 months. This individual has demonstrated exceptional talent in driving sales and marketing efforts, and their contributions have been instrumental in achieving short-term growth. However, does this make them a visionary? The answer is both yes and no. While they have proven their capability in execution, being a visionary requires a different set of skills, including the ability to articulate a long-term strategy and inspire others to follow that strategy.

Facilitating and Enabling Vision

Even if the person in charge lacks visionary qualities, it remains their responsibility to facilitate and enable the vision of others. This involves creating a supportive environment where new ideas can be cultivated and implemented. Key steps include:

Staying open to feedback and new ideas from all team members Investing in the development of potential visionaries within the organization Building a culture of innovation and continuous improvement Maintaining clear communication and alignment with the overall company goals

If a visionary is present but not being recognized or supported, it can lead to frustration and ultimately harm the company's long-term prospects. It is the leader's responsibility to identify and nurture these individuals, even if they are not currently in a leadership position.

Conclusion

The choice between a co-founder and a marketing and sales manager as the business visionary should be based on a careful evaluation of their capabilities, experience, and potential. Title alone does not determine visionary leadership. A leader with the right skills and a clear vision can make a significant impact, no matter their role. By fostering a culture of innovation and support, companies can continuously seek and grow their true visionaries, driving their success forward.