Brian Requarth’s Post

"Founder Mode" 🚀 I recently read Paul Graham's thought-provoking essay on "Founder Mode," and it resonated deeply with my experiences as a serial entrepreneur. Here are some insights I believe are crucial for today's business leaders: Challenging Conventional Wisdom 🤔 The common advice for scaling startups - "hire good people and give them room" - often falls short. Successful founders like Airbnb's Brian Chesky have found this conventional wisdom can be limiting. It's time to reconsider how we grow our companies. Founder Mode vs. Manager Mode 📊 There's a significant difference between "founder mode" and "manager mode." While the latter often treats parts of the organization as separate units, founder mode involves deeper engagement across all levels. This approach enables founders to drive innovation and growth in ways that traditional management can't. The Power of Disruption and Vision 💡 Founders have a unique ability to disrupt and reimagine their industries. In today's fast-paced world, companies need constant reinvention. Founder mode facilitates this continuous innovation, keeping businesses ahead of the curve. Staying Hands-On 👐 Embracing founder mode means remaining deeply involved in your business. When founders stay hands-on, they can catalyze amazing developments. While delegation is important, staying engaged is crucial for driving real change and fostering innovation. Continuous Learning: The Core of Founder Mode 📚 From my personal experience, I've found that founder mode is fundamentally about continuous learning: - Learn from customers to understand evolving needs - Learn from the market to anticipate trends - Learn from your team to leverage diverse perspectives - Continuously upskill yourself to lead effectively in a changing world This commitment to learning keeps us agile, innovative, and capable of steering our companies through challenges and towards new opportunities. A Call to Fellow Founders 🌟 Trust your instincts. The optimal way to run a company is still evolving. Don't be afraid to challenge conventions if it means building a better, more innovative business. Stay curious, stay involved, and never stop learning. In founder mode, we're not just managing a business – we're constantly reimagining and rebuilding it. This approach may be challenging, but it's also what makes entrepreneurship so rewarding and impactful. What are your thoughts on "founder mode"? How do you balance hands-on leadership with scaling your business? Let's discuss in the comments! #FounderMode #Entrepreneurship #ContinuousLearning #Innovation #Leadership

I recently came across an insightful talk by Brian Chesky at a YC event, shared by Paul Graham, which has resonated with many in the entrepreneurial community. Chesky discussed the pitfalls of conventional wisdom given to founders as their companies scale. Despite being advised to "hire good people and give them room to do their jobs" as Airbnb expanded, Chesky found this approach to be disastrous. It wasn’t until Chesky studied Steve Jobs management style at Apple that he discovered a more effective way to lead, which has helped Airbnb achieve one of the best free cash flow margins in Silicon Valley. Paul Graham uses this example to introduce the concept of "founder mode", a distinct approach to running a company that contrasts sharply with traditional managerial methods. For instance, Steve Jobs, unlike many traditional managers, was known for his deep involvement in every aspect of Apple's product development and company culture. He held annual retreats for what he considered the 100 most important people at Apple, not necessarily the highest-ranking employees. This direct engagement and understanding of the company's core activities allowed Jobs to maintain Apple's innovative edge and align the company's efforts with its vision. Graham suggests that this difference is vital, as founders possess unique insights and abilities that can be stifled by conventional management advice. This realization, while empowering, also presents challenges, particularly in how founders should scale their startups. Founders often feel pressured to conform to a script that doesn't align with their instincts, leading to engagement strategies that may dilute the original vision and success of their companies. The practice of interacting with a company only through direct reports can sometimes result in hiring "professional fakers" and losing sight of what made the company successful in the first place. Graham argues that it's essential for founders to embrace a leadership mode that aligns with their unique strengths and vision. Curiously enough, it's an encouraging thought that we still know so little about founder mode. Look at what founders have achieved already, and yet they've done this against a headwind of bad advice. Imagine what they'll do once we tell them how to run companies like Steve Jobs instead of John Sculley.

🚨 Paul Graham's essay "Founder Mode" is going viral! 🚨 Inspired by Brian Chesky's talk at YC in September 2024, the essay makes a crucial distinction between "founder mode" and "manager mode." This distinction not only sheds light on the unique challenges faced by startup leaders but also critiques the disastrous management advice that often fails to address the reality of scaling an early-stage startups as a founder. Here are some main takeaways from the essay: 1️⃣ Manager Mode: "Hire good people and give them room to do their jobs." According to Graham, this actually means "Hire professional fakers and let them drive the company into the ground." 2️⃣ Founder Mode: Graham predicts that with founder mode, "skip-level" meetings will become the norm. CEOs will stop engaging with only direct reports which can even make "a big company feel like a startup." 3️⃣ Steves Jobs ran an annual retreat for the 100 MOST IMPORTANT people at Apple. Not the 100 highest-ranking people in the company hierarchy. Graham emphasized the fact that Jobs "wouldn't have kept having these retreats if they didn't work." Graham concludes the essay by highlighting his amazement of how much founders have achieved against a "headwind of bad advice," illustrating the potential he perceives in the concept of founder mode. Check out the full essay here: https://lnkd.in/g_sNamVF

Founders and managers play distinct yet complementary roles in the journey of a startup. As founders, we often dive into the unknown, fueled by passion and vision, turning ideas into reality. Unlike seasoned managers, we may not initially have the extensive experience needed to navigate the complexities of scaling a business. But that's exactly why we’re founders. We excel at building something from nothing, laying the foundation, and setting the course. Once the vision starts to take shape, we bring in skilled managers to help us steer the ship, leveraging their expertise to ensure sustained growth and operational excellence. The magic of a successful startup lies in this dynamic partnership—where the founder’s innovation meets the manager’s operational prowess. Together, we drive our companies forward, each contributing our unique strengths to the collective mission. #Founders #StartupJourney #Leadership #Entrepreneurship #Innovation #Management #GrowthMindset #BusinessStrategy #StartupLife #VisionToReality

🚀 Founder Mode: Rethinking How Founders Should Run Companies 🚀 In a recent essay, Paul Graham reflected on an insightful talk by Brian Chesky (CEO of Airbnb) at a Y Combinator event. Chesky shared how, as Airbnb scaled, he was advised to "hire good people and give them room to do their jobs." But instead of helping, this nearly derailed the company. By studying how Steve Jobs ran Apple, Chesky found a better way—and today, Airbnb's free cash flow margin is one of the best in Silicon Valley! This isn’t an isolated case. Many founders have faced similar challenges. The advice they’re given is meant for professional managers, not founders. Founders need a different approach—what Graham calls "Founder Mode." In "Founder Mode," leaders stay deeply engaged, hands-on, and connected to the company’s mission, even as it scales. Steve Jobs didn’t rely solely on hierarchy; he held retreats with the 100 most impactful people at Apple, not necessarily the 100 most senior people at Apple! Founders who remain involved in the details—engaging across levels and making bold moves—are the ones who maintain innovation and momentum. This idea challenges the traditional notion that scaling means stepping back. Instead, it’s about staying engaged in the right ways. As more founders break free from conventional wisdom, we’re starting to see a clearer path forward—and the results speak for themselves. There aren't any books on this; B-Schools don't speak about the "Founder Mode" either. But perhaps in a few years, this will evolve into an independent stream of study by itself - and the first time founders wouldn't flounder as much as they do now. Agree. Disagree. Thoughts? :) Link to the article: https://lnkd.in/dpiFa8_B h/t: Navin P. Thinkly Deepak Choithramani Karishma Mehta #PaulGraham #Foundermode #Entrepreneurship #Startups #Leadership #Founders #Scaling #Innovation #BusinessLeadership

Ever wondered why some startups manage to scale swiftly, while others become stagnant or fall by the wayside? Welcome to the Founder's Trap—a phenomenon where founders, in their quest for perfection, choke the growth of their own companies. 🚩 The Founder's Trap isn't just a hurdle; it's a quagmire. Founders taking on too many roles can be as lethal as not having enough funding. Here’s the kicker: when you try to juggle all balls yourself, you drop most of them. 🧩 The solution? Delegation. A no-brainer, right? Wrong. Here's why you're falling into the trap: 1. **Control Freakiness**: Let’s face it, the phrase “If you want it done right, do it yourself, can be your downfall. 2. **Trust Issues**: You can't scale a company if you don’t trust anyone other than yourself. 3. **Lack of Processes**: No delegation system = no growth strategy. 🔥The exit strategy lies in restructuring your mindset: + **Building Trust Early**: Invest as much in finding the right team as you did in building the product. + **Creating Robust Systems**: Processes are the arteries of your company. Healthy processes = healthy growth. + **Empowering Your Team**: Let your people take ownership. They'll surprise you with brilliance more often than not. So here's my prediction: Companies that break free from the Founder's Trap are destined for exponential growth. Those clinging to micromanagement are bound for early burnouts and limited horizons. Are you ready to let go and grow? 👊 Step up your game @ https://lnkd.in/emdgfXDV #Leadership #StartupGrowth #Delegation #BusinessStrategy #FoundersTrap

Founders are the most important factor in a startup's success (or failure). Investors always ask, “How do you know each other, and how long have you been working together?”—and rightly so. They need to ensure you have a personal match, can work together effectively, and that your egos have a small chance of colliding and destroying your company. Of course, individual expertise, persistence, and the mindset of the founders are crucial, but it’s equally important to have a founding team with diverse and complementary skills and personalities. Here’s a great framework for assessing or completing the founding team from "Making Ideas Happen" by Scott Belsky. Thanks to Chris Tottman for sharing the infographic. 🌟 You need a visionary CEO—‘The Dreamer’—who can conceptualize and articulate the vision, rallying people behind it. - At Kernel, this was Giorgi, and that’s why I stepped down from the CEO role and passed the torch. 🔧 You need an executive—‘The Doer’—who can make things happen, build systems, measure results, manage teams, and handle the unexciting but essential tasks to achieve goals. - That was me, even in the CEO role, though my natural fit was always as COO. 📈And you need ‘The Incrementalist’—someone who is completely results-oriented, data-driven, optimizing systems to deliver long-term, sustainable success. - At Kernel, this was Misho, who excelled in consistency, applying it to every aspect of his life, and never burning out. In my opinion, that was a perfect composition —visionary, execution-focused, and relentlessly consistent. Each of us brought something different to the table, and we complemented one another’s strengths and covered each other’s weaknesses which made all the difference. What’s been your experience with building or assessing founding teams? I’d love to hear your thoughts. #startups #entrepreneurships #founders #team

🚀 Startup Guru Paul Graham Dismantles Silicon Valley Myths About Founders As a founder building a Tech startup much of what is said here resonates with me, I operate in Founder mode. Paul Graham underscores the importance of founders staying closely involved in their companies' operations, challenging the conventional wisdom that promotes a hands-off managerial approach. Founders who maintain their unique vision and involvement may ultimately lead more successful companies. Conventional Wisdom Critiqued: Graham highlighted that many founders, including Brian Chesky of Airbnb, were advised to "hire good people and give them room to do their jobs." However, this approach led to negative outcomes, with founders feeling disconnected from the actual operations of their companies. Manager Mode vs. Founder Mode: Graham argued that there are two distinct modes of running a company: Manager Mode: Typically followed by professional managers who were not the original founders of the company. This mode focuses on delegation and avoiding micromanagement, but often results in "professional fakers" who can harm the company. Founder Mode: Unlike manager mode, founder mode allows founders to be more hands-on and involved in the details. This mode is not well-documented or taught in business schools but is believed to be more effective for founders. Challenges with Founder Mode: Although founder mode might be more complicated, requiring careful delegation, it is seen as more effective for those who founded their companies. Graham suggested that successful founders might already be practicing aspects of founder mode, even if they are considered unconventional. "VCs who haven't been founders themselves don't know how founders should run companies, and C-level execs, as a class, include some of the most skillful liars in the world," he said. While the exact outlines of founder mode aren't totally clear right now, Graham offered some predictions, including that skip-level meetings—where top execs meet employees without their direct supervisors—become the norm. To be sure, founders will have to delegate some duties as their companies get bigger, and he acknowledged that founder mode will be more complicated than manager mode as the amount of autonomy varies. https://lnkd.in/eSMHg8mD Castleigh Johnson Nadera Zawadi Keita Sanna Gaspard, PhD Christian R. Nikki Merkerson Samantha Katz #Founderlife #Startupbuilding

The concept of "founder mode" has gained significant traction, especially since Paul Graham's latest essay highlighted this distinction between how founders and professional managers operate businesses. A striking statistic from his analysis shows that companies run by their founders have a cumulative median return of 1,129%, compared to just 57% for those led by non-founders. This data brings to light the profound differences in performance and management styles. Founder-led companies, like Airbnb and Tesla, tend to embrace innovation and calculated risks that can propel them to remarkable success. However, it's crucial to acknowledge that the success of these founder-CEOs doesn’t imply that all founder-led ventures are successful, nor that outside managers are ineffective. Understanding the dynamics between different management styles could reshape how future entrepreneurs and investors approach business leadership. What are your thoughts on the implications of founder mode versus manager mode? How do you see this trend affecting startups and established companies alike? https://lnkd.in/eRSi8-ft

🧠 A Must-Read from Paul Graham Founder of Y Combinator: Rethinking How Founders Should Run Companies Last week at a YC event, Brian Chesky delivered a talk that left everyone in awe, especially the founders in the room. He challenged the conventional wisdom of how to run a growing company, drawing lessons from his experience at Airbnb and the legendary Steve Jobs. Here are the key takeaways: Conventional Wisdom Fails: Many founders have been advised to "hire good people and give them room to do their jobs." However, Brian's experience—and that of many others—proves that this advice can lead to disastrous results. The Discovery of "Founder Mode": The difference between how founders should run their companies vs. professional managers is stark. Founders have unique instincts and abilities that traditional management theories overlook. Gaslighting in the Startup World: Founders often feel gaslit—pressured to manage like traditional CEOs, only to see their companies suffer. It's crucial to trust your gut as a founder. Traditional CEO practices, like engaging only with direct reports, may not work for founders. "Skip-level" meetings and unique retreats, like those Steve Jobs held at Apple, could be key to maintaining a startup culture in larger companies. While founders can't manage a large company the same way they did when it was small, they need a different approach than the one-size-fits-all manager mode. It’s more complex, but it works better. The journey from founder to leader of a scaling company isn't about following a manual; it's about discovering and trusting your unique path. Read the full Article at : https://lnkd.in/diXZNiTc #FounderMode #Leadership #Startups #PaulGraham #BrianChesky #YC