I have recently taken over as chief executive of a professional services company after the founder stepped up to the chairman’s role. Focusing on the growth of the business has been demanding, and I fear I have not made enough effort to establish credibility and solid relationships with the management team, which is starting to show signs in lowered morale. How do I balance my responsibilities and the expectations of the board while managing the people dynamics and culture that have grown out of the founder’s very casual management style?