For many creative, ambitious people in today's start-up world "becoming the next Facebook" is not just wishful thinking, but rather an all-consuming objective worthy of tireless pursuit. Entrepreneurs, generally in t-shirts and shorts, undergo multiple lifetimes of stress and adversity as they struggle to bring their ideas into existence. They cast aside their families, neglect their physical health, and abandon their personal interests in accordance with the romanticized image of today's greatest innovators. These brave visionaries constantly fight for every ounce of success, but often overlook one enormous question: what happens if they succeed? Aside from the fancy cars and big mansions that have long represented the pot of gold at the end of the entrepreneurial rainbow, most start-up leaders fail to really picture their company at the next level.

From the moment an entrepreneur is born he can usually be spotted in a crowd. His rebellious personality causes him to make trouble in school. His creativity constantly puzzles and frustrates his bosses (out-of-the-box thinking is seldom well-received in traditional institutions). His passion and tenacity stun the masses as he pursues beliefs and interests as though on some sort of divine mission. These traits drive the entrepreneurial process, and are a common denominator amongst the most disruptive and innovative thinkers. Without such a leader a company could have never started up, but with one can that company continue to grow?

The common question that committed entrepreneurs ask is "why can't I just learn to lead my company at the next level? After all, I've demonstrated my ability to learn and think quickly by making it this far, right?" This is when innovators must face a difficult, heart-breaking realization: the traits required to make the best entrepreneurs are entirely different from the traits required to make the best CEOs.

The idea of the "institution" sits in direct opposition to the very core of most entrepreneurs. It is difficult for them to picture their innovative, fast-moving, fun company oppressed by some fancy, suited-up executive sitting behind a large desk in a gray, windowless tower. Politics stifle creativity, policies slow progress, and HR initiatives kill productivity. Though seemingly inefficient, the structure of an institution is exactly what a start-up needs to support its growth. Young start-ups generally function by having a few all-stars continuously make low level decisions just to get by in day-to-day operations. However, every time the company adds another employee or wins another client, the complexity of communication increases exponentially. Without the support from middle management, the consistency from policies, and the performance from training programs, the budding company will certainly be smothered by its own growth.

Out of devotion to their company, many entrepreneurs attempt to swallow their pride and try to institutionalize themselves. What is their reward for such selflessness? Strained business relationships, endless stress, seething frustration, and worst: a loss of passion. The leader suffers because he's been caged by the institution, while the institution suffers because its leader isn't hardwired for the job at hand.

On the other hand, the “Great American CEO” is an institution man. He is diplomatic and poised, polished and professional. He's a battle-tested veteran in corporate governance, has the charisma of a politician, and spends his free time doing high-publicity charity work on the weekends. The “Great American CEO” is the antithesis of the “Great American Entrepreneur” but is equally essential in the effort to scale a young company.

Putting the company in someone else's hands is likely among the most difficult challenges an entrepreneur will ever have to face. The passion and commitment needed to start a company often cause entrepreneurs to face a dilemma similar to that of a mother. Mothers are extremely protective of their children and constantly insist that they know what is best. However, just as mothers must eventually learn to let their children go out into the world to flourish, innovators must learn when to step back and allow their masterpieces to grow to their full potential.