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Connor Owens
Founder + CEO at Stealth Startup
đź‘‹ Hi, I'm Connor
Highlights
Here’s something I genuinely didn’t know about leadership: management comes at a cost.💲
Prior to stepping into the role of CEO at my stealth startup, I was a seasoned executioner. A natural go-getter, I thrived on action, jumping into tasks and driving them forward.
However, leading a startup demands a different playbook. It means relinquishing at least some of my identity as executor. As a leader, my role isn't just about doing; it's about guiding, empowering, and managing a team to achieve our shared goals.
To make this shift, I've had to recognize the value of building a team of action-oriented individuals who share my drive to get things done. While strategic thinking is crucial, having a team of capable individuals ready to roll up their sleeves is equally important.
So that's been my focus: assembling a team that mirrors my passion for action. With the right people in place, I’m trying to embrace my role as a people manager. This means offering feedback, providing incentives, setting clear objectives, and coaching the team towards success.
I won’t lie - swapping my action hat for a management hat has been a real adjustment. I am in no way doing this perfectly, but I’m committed to improving.
Growing as a leader requires embracing new skills and approaches - even if it means letting go of some of the traits that define me as an individual contributor. And that's okay.
So while taking on the mantle of management might come at some cost to your identity as a high-output IC, it also unlocks the potential for a team of doers who together can turn a shared vision into reality.
🤝 Hand-holding never makes for a strong team.
As my startup continues to grow, I've realized that to thrive, our decision-making needs to extend beyond the confines of meetings and (more importantly) beyond my presence in every meeting.
In recent weeks, a couple of key challenges have surfaced:
👀 There’s a lack of visibility on decisions made outside of the meeting room, leaving team members in the dark.
🚦Decision-making processes tend to stall or become sluggish if I'm not physically present, creating unnecessary slowdowns.
To address these issues, my team and I are implementing a strategic shift in communication.
To start, we're moving away from private DMs and towards public channels in Slack, ensuring transparency and visibility across the team. This way, decisions aren't confined to those present in meetings, and progress isn't contingent solely on my availability.
Additionally, I'm adopting a new approach to decision-making. Rather than being the lead decision-maker in every scenario, I'm stepping back to only intervene when a tie needs to be broken.
This empowers the team to operate more efficiently, fostering autonomy and enabling smoother workflows.
This realization has been a huge turning point for me as a leader. Every day I'm reminded that management is a real job in its own right, not just a layer on top of other jobs. To support my team and our mission, the majority of my time needs to be spent thinking up new ways to help them get unblocked.
Moving forward, we're committed to creating a culture of collaboration, transparency, and autonomy - one where decisions are made swiftly, efficiently, and with the collective input of the group.
No crutches, bottlenecks, or unnecessary hand-holding. That’s how I can best empower my team.

