> The Wolf moves fast because he or she is able to avoid the encumbering necessities of a group of people building at scale. This avoidance of most things process related combined with exceptional engineering ability allows them to move at speed which makes them unusually productive.

The definition is from this article: https://randsinrepose.com/archives/the-wolf/.

So with semantics out of the way, what do you do when your CEO is a Wolf and your team is growing? I work for a startup with an incredibly productive founder/CEO. However, the productivity of the founder is predicated on behaviours exhibited by a "Wolf", so it makes establishing processes for the rest of the team difficult when the "Wolf" is still the primary contributor. To make matters worse, this is the "Wolf"'s first real gig outside of college, which is both amazing and frustrating so they've never seen common team practices that can help teams scale.

Do you happen to have any pointers to help drive home the value of building software development practices and establishing better teamwork when the founder of your company is a "Wolf"?