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I’ve often described having a co-founder as one of the biggest advantages in building a business, like my cheat code. You share the pressure, split the workload, and make decisions together. In theory (and often in practice), it makes accountability easier.

Too often recently, I’ve seen it do the opposite.

Most co-founder issues aren’t dramatic fallouts or big disagreements. It’s more subtle than that. They don’t usually fall out – they drift apart.

And when drift sets in, accountability is usually the first thing to go.

There are so many advantages

Let’s start with the positives because it’s important to remember there are many.

A good co-founder relationship brings:

• Shared responsibility in an otherwise lonely role

• Better decisions through challenge and perspective

• Built-in accountability – someone else knows what you committed to

• Genuine support during pressure, uncertainty, and setbacks

For first-time founders especially, this partnership can be the difference between persisting and walking away.

So why does accountability still break down?

Drift Rarely Happens on Purpose

Most co-founder problems don’t start with conflict. They start with assumptions.

• Different interpretations of what “good progress” looks like

• Different standards for pace, effort, or quality

• Different priorities that shift as the business evolves

No one sits down and decides to drift. It happens gradually, until momentum slows, frustration grows, and conversations feel harder than they should or are avoided completely.

Unspoken Assumptions Are Where Accountability Breaks

Early on, trust fills the gaps. You have the early energy and belief in each other. That works, but only for a while.

Phrases like this are classic signs of accountability slowly eroding:

• “We both know what needs to be done”

• “We’re aligned, we don’t need to over-structure this”

• “They’ll say something if there’s a problem”

Common unspoken assumptions include:

• Who really owns which decisions

• What “pulling your weight” looks like

• How much effort is expected at different stages

• How feedback should be raised and when

When assumptions replace agreements, accountability becomes personal instead of practical.

Why Accountability Feels Hard Between Equals

Holding a co-founder accountable isn’t the same as holding an employee accountable.

You’re equals. It’s quite likely you are friends. You probably started this together full of optimism.

That can make accountability feel awkward. Founders hesitate because they don’t want to create tension, damage the relationship or sound controlling/critical.

So conversations get softened, delayed, or avoided entirely.

The intention is good. The outcome usually isn’t.

What Co-Founder Drift Looks Like in Real Life

Drift shows up in small, rationalised moments. Here are some common patterns.

Missed deadlines get quietly ignored

The technical co-founder misses a delivery date. It’s brushed off as “part of startup life” Over time, deadlines stop meaning anything.

Decisions are revisited again and again

You agree on a direction in a meeting, only for it to be reopened a week later. Nothing is called out as wrong, but nothing feels final either.

Uneven effort explained away

The technical co-founder tells himself it’s fine that the sales-led co-founder is “less visible” day-to-day, as long as deals come in. As the months roll on, resentment creeps in, very quietly, but persistently.

Frustration builds but isn’t voiced

One founder feels the other isn’t as invested. Instead of addressing it, they work harder themselves to compensate.

Momentum replaced by tension

The business keeps moving, but conversations feel heavier. Trust might still be there, but clarity isn’t.

None of this happens overnight. That’s what makes it dangerous and why most don’t see it coming.

Practical Ways Co-Founders Can Stay Accountable Together

Accountability between co-founders doesn’t need more pressure; it needs more structure.

A few practical changes make a big difference:

• Make roles and decision ownership explicit

  Who decides, who contributes, and who executes should never be assumed.

• Create regular, structured check-ins

  Not casual catch-ups, deliberate conversations about priorities, progress, and blockers. For many, you might also see this as making time to work together on the business rather than in the business.

• Agree on how feedback will be handled before it’s needed

  Decide upfront how concerns will be raised so it doesn’t feel personal later. Try and encorage feedback early in the relationship so everyone is comfortable with the process when bigger conversations are needed.

• Write things down

  If something matters, it should exist outside your head. Clarity on paper removes emotion from accountability.

Structure doesn’t damage co-founder relationships. It protects them.

When External Accountability Becomes Essential

There’s a limit to how objective co-founders can be with each other. That’s not a sign of a bad relationship; it’s perfectly normal.

This is where external accountability helps.

A mentor, advisor, or coach can:

• Uncover assumptions that neither founder realised they were making

• Hold both founders to agreed standards

• Keep conversations focused on the business, not personalities

Just as importantly, an external person can act as a trusted advisor. For this to work, it is generally better for each founder to have their own mentor. Using the same person will work in many cases, but for some, to feel safe in sharing, they will want someone the co-founder is not talking with.

They become someone each founder can think out loud with. They don’t have to rely solely on their co-founder for clarity, reassurance, or challenge.

That space reduces pressure on the relationship and strengthens accountability across the business.

Just remember, if you’re a first-time founder, co-founder challenges don’t mean you chose the wrong partner.

They usually mean you didn’t build enough structure early on.

Co-founders don’t drift because they lack trust. They drift because clarity is missing.

And clarity is what keeps accountability and the relationship intact.

There’s a dangerous myth in small business: Good founders put themselves last.

They work longer hours, carry everyone else’s stress, skip rest, and tell themselves it’s “just part of the job.” It sounds noble. It looks committed. In reality, it quietly damages the business you’re trying to build.

Here’s the truth: founders do their best work for the business when they put themselves first. Not out of selfishness — but out of responsibility.

How Putting Yourself First Makes You a Better Business Owner

Putting yourself first is the better business decision. When founders look after themselves, performance improves across the board.

• Clearer communication and stronger decision-making – having a clear head means you deliver your message most powerfully, to staff, customers and prospects

• Greater consistency and follow-through – By stopping being a busy fool, you have the time and space to do what you say and complete jobs, rather than starting hundreds but never finishing any

• Building trust by being calm and present – People follow someone they trust and want to emulate – this is strong leadership

Burnt-Out Founders Can’t Be Accountable Leaders

Accountability requires clarity, consistency, and follow-through. Burnout kills all three.

When energy drops, accountability is often the first thing to go.

• Decisions become reactive instead of strategic

• Deadlines slip and standards drop

• Financial discipline weakens

• Communication becomes rushed or unclear

If you’re constantly tired, overwhelmed, or stretched too thin, you’re not failing because you lack discipline — you’re failing because you’re trying to lead without fuel.

An accountable business starts with an accountable founder.

dealing with the elephant in the room

This is the narrative we tell ourselves as founders who prioritise ourselves.

You are not committed enough. You are lazy. You are neglecting your responsibilities. It's supposed to be hard; man up.

This is what you fear, and it keeps pushing you on. They keep you working 24/7, and eventually, they lead to total burnout.

It is not about being lazy; it is about setting boundaries and protecting your time and energy so you do a better job. It’s about working ON the business, not IN the business. That cliche exists for a reason.

The other phrase that comes to mind is ‘a busy fool’. Lots of work gets done that isn’t driving the business forward. You tell yourself you are doing the right things, that you are working hard – as if that’s the only thing that matters.

It brings another cliche to mind – work smarter, not harder…

Practical Ways Founders Can Put Themselves First

Putting yourself first as a founder DOES NOT mean the business suffers. It’s not about motivation or effort; it’s about having systems in place to enable you to be the best you possibly can, for the benefit of the business. Here are four practical actions every founder can take, putting them first and benefiting the company.

1. Boosting your energy should be a non-negotiable

Schedule rest, exercise, and personal time in the same way you schedule client work. You wouldn’t cancel a client meeting because someone asked for a call, so don’t put off a personal task that will help boost your energy levels – an energised founder will do a much better job for the business

2. Build review time into your week

Being accountable helps you take control, but accountability requires reflection. Block time to review things like finances, task lists, priorities, and results. You’ll make better business decisions

3. Delegate earlier than feels comfortable

If everything depends on you, then you’ll never move the business forward because you’ll always be behind schedule, playing catch-up or burnt out. A business will never scale when it’s too reliant on one person, even if it’s the founder.

4. Set fewer, clearer priorities

This is a critical way of thinking and working, plus it has the added bonus of not overloading a founder. Less is More. Doing less — deliberately — leads to stronger execution and better follow-through.

The Long-Term Payoff: A Business That Thrives Without Burning You Out

The truth is, however much you put yourself first, the business will still encounter plenty of challenges; we cannot make them all go away, however well we work.

By putting yourself first, you will be more resilient to accept those challenges and have the mindset right for coming up with solutions. Working harder and harder doesn’t help come up with creative solutions; working smarter and looking after yourself does.

You will also enjoy the role of founder more. Why is that important? If you are enjoying work and being driven by your purpose, you’ll ultimately stick with it. Plenty of founders walk away from their business because they are burnt out and have lost the passion for the business.

A business that should grow with you, not at your expense.

Strong Businesses Don’t Run on Sacrifice — They Run on Sustainable Leadership

Putting yourself first isn’t a luxury – it’s more responsible.

When founders are rested, focused, and supported:

• Accountability becomes consistent

• Standards rise across the business

• Decisions improve

• Growth becomes sustainable

If you are the engine of the business, running yourself into the ground isn’t dedication — it’s neglect.

Put yourself first. Your business will thank you for it.

It’s great, you can set your own hours. You create your targets. No one is shouting at you for missing deadlines. 

These are typical comments from people who have never run their own business! As small business owners, we know that’s nonsense. However, we also know that it can be lonely and we’d benefit from being more accountable for delivering what we said we would!

When it’s just you, it is too easy to procrastinate, to give yourself excuses and generally allow key deliverables to drift. 

And this is why understanding how to be more accountable is so key for small business owners.

Why Accountability Matters for Small Business Owners

You set targets for a reason. They might be hard to achieve, but that doesn’t mean they were the wrong thing to do. Remember why you set a target, or the rationale behind an objective.

Without accountability, it is too easy to forget the ‘why’ and focus on the ‘what’. What I’m doing now is key. What the client needs is more important. Unless someone reminds you, things slip, and when things slip, trust disappears. 

Trust in yourself to deliver. Trust from the client that you’ll do what you say. Trust from those around you that this was the right decision to build and grow the business.

By holding yourself accountable for your actions and delivering on your targets, you are better placed to ensure financial stability and, most importantly, keep faith that the business is viable.

But What Does It Look Like?

You might not even realise you are struggling with accountability, but let’s look at four examples of owners not being accountable, and I suspect we all see at least one in ourselves.

• Not delivering a new product or service when you planned because it’s new and no client is specifically waiting for it – leading to never getting those new orders or upsells

• Promising to post three times a week on social media, but not doing it because who is going to notice anyway – then watch engagement drop

• Using a new tool with a free trial and then not assessing it properly, then deciding to either bin it without assessment or let the cost of it start and assess it later. This means you either miss out on a potentially useful tool or it hits your costs

• Promising a client an update, but being consistently late because they generally don’t chase you up. This ultimately leads to client instability and churn

Common Accountability Pitfalls in Small Business

If we know that accountability is so important, why do so many of us fall foul of the problem? Simply put, because running a business is hard! Look at the different reasons why you might fall into the trap.

• Wearing too many hats – as small business owners, we are creating the product, delivering the service, raising the invoices, managing the team/contractors, paying the bills, head of sales, lead marketer… the list goes on. When we are doing this, important tasks and targets can get missed without someone chasing you

• Avoiding responsibility – none of us likes to admit it, but we’ve all probably passed the buck and blamed someone else, maybe the economy, possibly a freelancer we didn’t brief well – when we are fighting alone, it’s easy not to own some mistakes or setbacks

• Lack of systems – if you are working alone or with a small team, then without clear processes for tracking progress, deadlines, or performance, you can fall into the trap of not measuring and thus failing to achieve your goals – we can’t be held accountable if we don’t measure it!

• Ignoring financial accountability – a little more niche, but I’m increasingly seeing small business owners use their own funds to cover shortfalls in sales or overspends, rather than making the business accountable, because they don’t want to face the questions of why they missed a target

• Overpromising and underdelivering – the classic mistake when we are smaller is to overpromise to close a deal or keep a client happy, then when it’s not possible, feel like it’s all unfair on us, rather than take responsibility for it

Practical Ways to Stay Accountable as a Small Business Owner

People and processes are your best friends when it comes to battling accountability issues. Here are five key steps we’d recommend putting in place.

1. Set SMART goals – the first is obvious, but it doesn’t make it any less important. Clearly, you need to set goals if you ever want to be accountable, but more than that, it is vital that those goals are SMART. Details are important (be specific), but most important is making them measurable and time-bound. Without doing that, you’ll never truly have something you can be accountable for

2. Utilise technology – Use online calendars so you schedule time for the different tasks and stick to that, they are not just for external meetings. Adopt a project management app and track all the jobs, making sure they have dates against them. Utilise a CRM that will alert you to actions that are needed. Build financial dashboards that clearly state what’s happening. This could be a very long list, but start with one tool and grow

3. Review performance regularly – Don’t rely solely on long-term goals, alerts or technology. Schedule a weekly review of what’s required. It might just be you, and this might seem silly to book a meeting with yourself, but I promise you, it’s the best meeting you will have that week. You have to make yourself review what is due and then explain/document why you’ve missed deadlines, so you avoid it happening again

4. Keep promises – it’s obvious that you need to keep promises to clients, but it’s the promises to your team, to partners and most importantly to yourself, that matter

5. Document systems – If you don’t document it, you cannot measure it – I know I’m playing with a classic there, but the point stands, things need to be visible, so you can hold yourself accountable

   

The Power of External Accountability

I said we had five tips for helping with accountability, but really, it was six; it’s just that the last one was so powerful, it required its own section! I’m a massive believer in accountability buddies, those people who act as that angel on your shoulder, reminding you why it was important to do something and when it’s due by.

For the last 6 years, I’ve had my own accountability buddy in James, but not everyone has a business partner; in fact, most don’t. That’s when we all need to find someone who can fulfil that role for us. 

Find yourself a mentor. There are so many great platforms out there that can provide you with one; you’ve no excuse. Here are just a few I’ve worked with personally – Be The Business, The Growth Company, Small Business Britain, and Digital Boost.

Get a business coach. Someone you pay to help with the strategy of your business. Look at places like your local Growth Hub, where they will often assign you a free business coach. 

Look at peer groups or a mastermind. These are both excellent ways to share your goals, and then have them keep you focused and accountable because you know you’ll need to update the group in a future session.

Whilst it’s not applicable for everyone, I know some small business owners who have family and friends who take a keen interest in their business story and will become a good person to hold them to account. 

Maybe it’s a regular Thursday night drink that always starts with your friend asking you if you’ve achieved the two key things you talked about last time. If you know this is going to be discussed, it helps with motivation and keeping you on track.

Many businesses will have a board and advisors who hold the owner or boss accountable. This isn’t possible for a small business, but you can find yourself mini-boards where you find someone who acts like a director, but without the expense. They are perfect at holding you to account.

Not only will these examples help with accountability, but an outside perspective can help with blind spots that you might have on the tasks you are struggling to follow through on.

Embrace the Idea and Celebrate the Wins

The key to making sure accountability is happening and working for a small business is to stop seeing it as something that has to happen, and rather as something you can enjoy and ultimately leads to success. 

If we are celebrating things more, we have a better chance of appreciating the process that made it happen. Celebrate those small things and remember why they happen. If you release that new product, take a second to congratulate yourself, treat yourself and remember that if you didn’t hold yourself accountable, then it probably wouldn’t have happened.

Finally, try and remember that it isn’t some huge scary change. Being more accountable can happen in small and easy-to-manage steps. Find someone to check in with, pick one simple goal that you’re fully accountable for, set up one process that you are not allowed to drop – as always, start small, keep it simple, and success will come over time.

You expect bumps in the road as a first-time business owner. You brace yourself for the late nights, the financial uncertainty, and the endless to-do lists. What you might not expect—what few people talk about—is how lonely it can feel.

Starting a business is often romanticised. You’ll set your hours, make the choices you want and generally have a fun adventure. And while there’s some truth to that, the reality for many first-time business owners is a quiet, isolating experience—one where the weight of every decision rests squarely on your shoulders. Including lots of decisions they don’t feel experienced or prepared to make.

If you’re feeling this way, you’re not alone. And more importantly, you don’t have to remain in this position.

Why It Feels So Lonely When You’re Starting a Business

Starting a business is filled with uncertainty. You’re wearing every hat: marketer, customer service, creator, sales, maker, accountant, and just general admin dog’s body! Most of the time, it’s just you and your laptop, trying to figure out what works.

Friends and family will be supportive, but most of them won’t know what it feels like. They don’t understand the pressure of keeping the lights on, or how hard it is to stay motivated when there’s no one to share the small wins—or the big setbacks—with.

There’s also an unhealthy expectation to keep up appearances. To act like you’re confident and thriving, even when you’re unsure and exhausted. That kind of emotional disconnection only adds to the loneliness.

How Isolation Affects Your Mindset and Health

Loneliness isn’t just an unfortunate side product of being a business owner; it can genuinely affect your ability to run your business. Without someone to bounce ideas off of, doubt can creep in, and you start second-guessing everything.

In the worst cases, you question your decisions, your progress, even your decision to create the business in the first place.

Over time, this can all lead to burnout. You might find yourself drained before the day even begins, overwhelmed by everything that needs to be done and all with no one to share the load.

It’s incredibly hard, and you should never see it as a weakness when you feel lonely. It’s a natural human response. We’re wired for connection—even in business.

What Makes the Early Stage Especially Hard

The beginning is generally the loneliest part because you’re still finding your footing. You don’t have a team around you. There are no peers around who’ve walked the same path. And on top of that, you’re figuring out everything as you go.

One of the worst things people do is compare themselves to others on social media—those business owners who seem to have it all figured out. But you’re only seeing their highlight reels, not the moments when they are sat on their couch at midnight, wondering if they’d made a huge mistake.

It’s important to focus less on the outward image others portray and instead talk to real people you know and look at yourself more.

Ways to Handle Loneliness When You’re Building Alone

While the loneliness is real, there are ways to ease it—and even grow stronger through it.

• Find a community. Whether it’s a local networking group, an online forum, or a mastermind, being around others who are going through similar experiences is incredibly helpful.

• Use co-working spaces. You get to be around other people working—even on different things— and that can lift your mood, give you energy and raise your mood.

• Get a mentor. Find someone who’s been through this before. They will understand your rants and share how they came through the other side.

• Make time outside of work. Schedule time with people who energise you. That coffee with a friend or dinner with family can be the boost you need.

• Attend more events. This has the double benefit of combating loneliness AND giving you the opportunity to network with potential clients!

You don’t have to power through alone; in fact, it’s positively encouraged that you don’t. Reaching out isn’t a sign of weakness—it’s a sign of resilience. Remember that most new business owners are feeling exactly the same – but like you, they are not saying it out loud.

It’s OK to Build Alone, But Don’t Stay Isolated

Just remember you are building something from scratch, so questioning yourself, feeling the quiet, these are all normal emotions.

But remember: building something yourself doesn’t mean you have to stay isolated. There are people who understand what you’re going through. James and I are two of those people, because we’ve been where you are. Please do reach out and ask for a chat. We book in a limited number of free mentoring sessions each month, so please take advantage of that, we love talking to fellow business owners.

And remember – you’re not alone in this.

Have a read about the Founders First programme and see if it could help with any of your problems as a first-time founder, including the loneliness.

Having run businesses of different sizes over the last 15 years, I’ve tried and seen marketing run in many different ways, to varying degrees of success. Personally, I’ve made plenty of mistakes and seen others do the same.

Part of why we created Thirty Thee Percent was to help others avoid making the same ones. That starts with how you structure your marketing team and who owns it. Many SMEs won’t have a marketing team in place, so they will be looking at options for how best to manage marketing and ensure it’s getting done.

Therefore, to help anyone in that situation, we thought we’d explain the options you have available, alongside some pros and cons, as well as suggestions for making the most of the circumstances.

What Are Your Options

Most of the options can be boiled down into one of four ways of working, the right answer will 100% depend on your business, the current stage in its lifecycle, the owner and the funding, plus another 200 factors I haven’t got the space to write about.

Do It Yourself

An option taken by many an owner, particularly as a start-up and then as they grow, is to retain control and pretty much run marketing, giving occasional jobs out to people.

Pros – No one can articulate the message better. Has the power to make quick decisions. Can put forward a budget. Knows how to create and manage a strategy.

Cons – Potentially doesn’t have formal marketing training. Is ridiculously busy running the business, so marketing will always be an afterthought. Won’t stay current on trends. Will need support on the ‘doing’.

Conclusion – Often the best option in the early days. If they have a passion for it then the owner can remain the chief owner of marketing for a long time, potentially leaving more operational tasks with others. They are often the best salesperson, so it’s a natural bedfellow but we would suggest once the business grows beyond 50 people you are starting to have too many distractions and marketing needs more dedicated resources.

Give To The Junior Member Of Staff

We have seen this so many times. The 20-year-old knows Tik Tok so the owner thinks they are the right people to run marketing, as it’s just social media anyway. I might have said there is no wrong answer but this is pretty close to the wrong answer

Pros – Cheap. Potentially see’s this as an exciting job so will be enthusiastic.

Cons – Where do we start? They are not qualified in marketing. They don’t know the business as well as senior management. They won’t be able to articulate what makes the business special. They will struggle to get and manage a budget to deliver a consistent plan. They won’t have the experience or authority to build and put forward a strategy. The owner (or another member of management) will have to spend a lot of time supporting them. They are rarely dedicated to the job and their ‘core’ job will always be the priority.

Conclusion – This rarely works. Having a junior person involved isn’t a problem per se, but assuming they can run marketing without much support doesn’t work. If you want to bring someone through (we definitely believe in this approach) give them support and mentors. Ensure they have training. Ensure that marketing has a senior owner/sponsor in the business. Give them a strategy to execute.

Use A Freelancer

How this works will depend on the level of freelancer you choose. Finding a good, local freelancer will be very different from someone cheap on Fiverr or UpWork that you don’t build a relationship with.

If you went the cheap route then they effectively become a resource you give work to but you’ll still be managing marketing, so let’s just consider a good freelancer that you work closely with and can manage the full marketing.

Pros – Can be trusted to manage the work, run a strategy and come up with ideas. Will be aware of current trends and able to suggest changes. Will be experienced at tracking performance and reporting results.

Cons – Not exclusive, so could be side-tracked on other jobs. Won’t know the business as well as staff members. Cannot be an expert on all aspects of marketing that you will need. Single point of failure if they decide to move onto a new career or are sick for a while.

Conclusion – This is often an excellent choice for an organised business that can supply detailed briefs and monitor output. They will be able to get massive value from using a strong freelancer. If the business lacks direction with marketing and is still unsure of its uniqueness and messaging, then a freelancer might not be the best option as they will be continually pushing for information you don’t have.

An Agency

Clearly the expensive option but comes with peace of mind. How you source a good agency and how to brief and manage them will be key – see below.

Pros – A mixture of experience across the agency, meaning they will cover all your requirements. Experienced at creating and managing a strategy. Extra coverage, so not reliant on one person. Will manage expectations and results, so you can see what is happening. Will bring ideas and knowledge from across marketing and sectors outside yours.

Cons – Expensive, even if you find a cost-effective local agency or one via UpWork, they will still be the more expensive option. Unless you are one of their bigger clients, you might face the issue of being deprioritised at times. They are not incentivised to train and help your internal teams.

Conclusion – If you are considering an agency to run marketing, you are usually deciding between them and finally putting in place internal resource. Often a good choice if you are looking to keep salary costs down and have more flexibility in the budget. They are also a good idea if you want to have a strong marketing push but then gradually transition this work to an internal team once the basics are in place.

Avoid Being The Victim

Too often we hear about how a company has been let down by an agency or they have spent a lot of money with a freelancer and not got what they expected.

Now, I don’t doubt there are bad marketing agencies and freelancers. In fact, I know there are! But sometimes the fault lies with the company and in particular their lack of strategy and briefing.

If your external (or internal) resources are managed well and have a clear strategy to work from, then you’ll get much better results. No one knows your business like you, without putting your vision and strategy in front of the agency, they will have no hope of marketing you correctly.

Regardless of which option you choose from the list above, I recommend reading an excellent blog entitled ‘Stop Blaming Your Agency’ about the mistakes people make and how to avoid them.

If you are looking to put a marketing strategy in place or need help with how to structure marketing resources to grow your business, then get in touch for a free consultation. Our job is to give you the best options and ensure we build a strategy and recruit and train the best possible people for your business – whether that’s members of staff, a high-quality freelancer or a marketing agency.