Florian Rustler posted:
I just cannot get myself to ignore this and wait to see if anything will happen next week. Especially as people normally need time to prepare and think about a blog article. So I feel as the founder, I created the company, I own most of it and I see it as “my baby” and therefore want to look at the overall picture. I do deeply care about the overall company and feel responsible for it. So when situations like the ones above happen, I just cannot get myself to let it go and wait what happens. I don’t want to get into a state were I don’t care anymore and see it more “relaxed”. At the same time this creates some interpersonal tensions as people feel I am poking too often.
Florian, I am a bit late to the party, but I still want to offer you a perspective.
For me, the key is in the part I quoted above. Specifically: "I just cannot get myself to let it go and wait what happens."
In understand that you don't want to wait and therefore you poke.
I am thinking that instead of poking / reminding people, you could inquire about their relative priorities: "Hey, you agreed to work on this blog post, but I don't see it happening. Could you tell me what is going on / what other things you are working on at the moment?" As a colleague, I would appreciate this open question much more than a "poke", especially since it comes from the founder and majority shareholder.
If you are the Lead Link you could set a strategy that guides this (but it sounded to me that you are not the Lead Link here, is that right?).
A second thought that comes to mind, is that you may actually be filling a role that is not captured yet. Is there a role in your organisation that would have a general responsibility for "publishing" or "marketing" or so? Which role actually cares about those blogposts? Do you hold any of them? If not, you may want to create a role that holds the larger responsibility for the area you have an interest in developing. (In Structure & Process we have "Event Business" and "Consulting Business" as roles that look at larger business areas. They sometimes nudge people who hold roles such as Sales, or Marketing, or individual Event Project Leads to get down with things. (We don't "poke" in @strucproc, we gently nudge. )
Finally, I think the need to speak as "the founder" or "the majority shareholder" or a person otherwise strongly personally being impacted by company decisions is perfectly valid!
For myself, being the founder and owner of Structure & Process, I use a Role called "Founder / Owner Context" which is modeled on a stakeholder representation role I saw in H1. The accountability is: "Representing the founder / owner's world within the organisation".
Having this role on the GCC allows me to speak from personal tensions, such as worries or frustrations - or from joy and care.
I use it to share information for the company mostly, as what happens in my personal life often has an impact on the business. When I do use it to put pressure on roles or criticise other people's decisions, it is clear where this is coming from: From a strong personal sense of tension, which is probably an expression of care for my own and the company's well-being. (That is my personal test for speaking from this role: Am I actually speaking from love and care, or am I just frustrated that things are not the way I'd like them to be?) The role also makes clear that when I give impulses from it, I am not pretending to know what is best for the business: I am merely giving my view from my personal position.
Of course, this is a pretty intense thing to do: I am the only person who has a Role that is specifically designed to do this! This intensity gives me an extra clarity on when I need this space, and, more importantly, when I _don't_. It gives me a moment of mindfulness to check if I am controlling or acting from boss-think rather than with a collegial attitude. I can then consciously decide wether to proceed with a soft inquiry or a piece of feedback as a colleague; or to a "poke" and request from the strong role.
(Side note: I also have a role as "company historian", which allows me to share information from the past as a neutral resource, rather than it sounding that I know everything better. This allows for expressions such as: "Nice idea. As Historian I want to tell you that we have tried it before and it never worked, and as Founder I would like to encourage you to use your freedom and decide for yourself what is wise!")
This has been a long answer. Thank you for sharing and asking, this has been fun to sense into and think about!