It’s funny. Entrepreneurs who make a hundred decisions in a day are often flummoxed by a pretty basic question: “What’s your title?”
Especially if you have roots in corporate America, you might be like many owners who swear they’re not going to have one of those companies stifled by senseless protocol and organizational charts. Or maybe you want to avoid the illusion of a caste system that doesn’t reflect your company’s collegial spirit. Perhaps you wear so many hats that you have a hard time choosing an accurate title.
Whatever your reason for not assuming a title for your role in your company, there are two really strong reasons for putting a title on your door—your perceptions, and others’.
What You Tell Yourself
First, a title helps you get clear about your self-image, individual focus and aspirations for the role you ultimately will play in your company. In the beginning, business owners’ daily focus is often quite fluid, and titles are impossible to articulate—especially for solopreneurs.
But as your company grows, you start to focus on that which only you can do, delegating all the rest. As your company matures further, you focus on that which you want to do, reaping the reward for earlier diligence. Having a descriptive title helps you make daily decisions that further what you want and reminds staff of how and when to seek your assistance.
The topic of titles came up in a recent meeting of my peer advisory think tank for business owners. One member who’d been on her own for just a couple years still described herself by her professional title. Now that she’s adding staff, I reminded her she no longer is an architect. She’s a business owner whose company provides architecture services. Even if she continues to spend some of her time at the drawing board, this shift already is changing her focus, self-perception, confidence and management of others.
What You Tell the World
The other reason to have a title is that it sets expectations for your relationships with others. Choosing a descriptive title accurately conveys three ideas: your level of authority, the part you play in delivering the company’s product, and your equity position.
If you haven’t yet labeled yourself, consider what you’re telling others about your focus and authority. Use language that your ideal client recognizes.
For example, if your target clients are large corporations, a more sophisticated title is necessary to establish credibility, Madam President.
In a company built on investors’ capital, the C-suite of titles (CEO, COO, CFO, CMO, CIO) is appropriate for company officers. Yet if you’re a solopreneur, titling yourself CEO comes across as pretentious. A description of your craft would be more accessible and accurate: Architect. Strategist. Consultant. Contractor. Interior Designer.
Catchy titles like chief idea officer and head brainiac are very Fast Company and ideal if your company’s a think tank for hire. But obscure cleverness will be too flip when your target audience is municipal purchasing agents.
Multi-partner companies’ owners often are called “partner,” or managing partner for the one authorized to do the business of the business.
Above all, choose a title that feels genuine. Authenticity is where all sustainable relationships begin.
