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15 results for “founder delusion”
...founder is gonna have their own sort of things that are easy, things that are harder.
53:55 / 55:05
from transcript53:55 – 55:05
...a founder what to do. I do have feedback and hopefully insightful feedback about my kind of spidey sense of what's working and what's not. Almost like a cartoonish mirror at a haunted house. Try to exaggerate the positives and exaggerate intentionall
40:57 / 42:26
from transcript40:57 – 42:26
...founders when you met them the early days of the traits they had that really got you convinced to go on a journey with them? No. I found that there is no factory of founders, and they are coming in so many different shapes. I will say maybe one thing
15:48 / 16:55
from transcript15:48 – 16:55
...founder wants to do. So it goes from, like, oversight to, like, catalyzing and to amplifying the the founder's ambition. Really? If you like, I I agree with you, but, like, officially, the job of a board member is to, you know, have a fiduciary duty
52:27 / 53:30
from transcript52:27 – 53:30
...of founders. Their companies are growing fast, and I'm kinda new to this. What's the pattern of mistakes these folks make on the way up? What what are the common traps? So, look, I think the universal one is kind of starts with kind of confidence, is
8:59 / 10:01
from transcript8:59 – 10:01
...a founder and train them on management than you are to start with a manager and try to train them on being a founder, creating new things. Take whatever amazing new thing you have and just put it in a room with like normal people and let them try to
0:00 / 1:00
from transcript0:00 – 1:00
...The best founders challenge me. They push me, and they're like, no. No. We can do more. And they are just so maniacal in their thinking. I worry that if I'm challenging the founder, are they thinking big enough? Why am I wrong? I think you are wrong
6:43 / 7:45
from transcript6:43 – 7:45
...a founder on creating new things. And I think that this trend is intensifying. And so you're because what's happening is all the old edifices, all the old incumbent institutions in the last hundred years that are run by managers, they're all in some
17:15 / 18:19
from transcript17:15 – 18:19
...almost no founder has, it can be, like, highly psychologically challenging. And you see people react to it in two very dangerous ways. One is they overly defer. So, okay, I hired a lot of smart people. I'm gonna be very open to their input on all the
9:42 / 10:47
from transcript9:42 – 10:47
...so many founders go back and start another company and another company. And you and you don't have to, but there's a but there's a reason that people do that because they're you know, it's just a lot of, rewarding aspects of it. You know, building gr
1:16:27 / 1:17:31
from transcript1:16:27 – 1:17:31
founders. I think, like, everybody's gonna tell you the same things when it comes to this. Like, oh, they need to be hungry or they need to, you know, have relevant experience. They just like, you know, the the it's pretty easy to kinda, like, catego
15:45 / 16:49
from transcript15:45 – 16:49
...cofounders because we'd had lockers next to each other in primary school. We were three white guys. We were all basically the same height. We all basically looked the same. We'd all grown up within a few blocks of each other. We were great, great fri
14:57 / 16:04
from transcript14:57 – 16:04
...as a founder you have, but there are also unique blind spots that you have as well. And I think that is a very rational thing to look out and see the wasteland of former very successful founders who again, we all made more money than we meet. We like
11:12 / 12:22
from transcript11:12 – 12:22
...founders out there having to do things that they would never want to do. And I have seen some founders that you would not even think of that actually were in very, very difficult situation because of the bot. The problem is that when you start having
40:30 / 41:35
from transcript40:30 – 41:35
...Than a founder. And the way that I think about the owner's mentality is you gotta make sure that you're extremely impatient. You always remind yourself you're running out of time. You always market in rather than company out. Yeah. And you don't tole
27:43 / 28:50
from transcript27:43 – 28:50
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