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...almost every single one of them has seen a founder or critical founding team member shown the door as the company scaled. It's almost inevitable. That's lik
by edw519 16y ago
...almost every single one of them has seen a founder or critical founding team member shown the door as the company scaled. It's almost inevitable.
That's like saying divorce is almost inevitable.
Come on, Fred, did they really need to show a founding team member the door or did they just take the easy way out? In businesses, like marriages, sometimes you just gotta work on it.
One of the few lessons I remember from business school was a consulting engagement we did as an internship. One of our recommendations was to let the office manager go. This was such a gross violation of acceptable business practice, that the project didn't even merit an "F". We were forced to redo to recommendations without letting anyone go before we could submit the project. Needless to say, this wasn't easy. It took a lot of work to find an acceptable solution.
Looking back many years later, this was one of the most valuable lessons I've ever learned. I have never fired anyone and I have vehemently protested the firing of anyone in any of my related work. And my complaint has always been the same, "You're not trying hard enough to solve the problem while keeping the people intact."
Same thing here. I wonder how many business/employment relationships and marriages would survive (and even thrive) if people just took the time and effort to make it work. But all too often, short term thinking wins and we take the easy way out. What a pity.
- julien 16y agoAs much as I like your approach, I have this feeling that not everything is butterflies and unicorns. Sometimes, you have to find a way, and the way is clearly a "split-up". However, I dob't agree with Fred's either. This kind of things is something that should be prepared: founding and growing a business are not the same thing. I think it's very important to have this kind of discussion with other co-founders in the very early days : what are everybody's limits : do we all agree that at some point we may have to step down from our roles and let someone more experienced/appropriate lead whatever we're working on. This doesn't mean we have to leave the company, but maybe find a role that fits us more. Look at GOOG. Larry and Sergey didn't quit, they just put the best person in their shoes and took on something they could do better. I trust that everybody knows their limits, and don't enjoy working 'in the red zone' forever. It just has to be very clear for all the co-founders what these limits exists, and that at some point, co-founders may not be the most appropriate person to run whatever they run.
- rfrey 16y agoA marriage is an excellent metaphor for a startup. But as the startup scales, the metaphor changes - I think the pro sports team metaphor is a good one (if clichéd). If you accept that, then seeing a founder leave or be shown the door is like accepting there may be an original player who was good enough (or even excellent) in "C division" won't cut it if the team advances. The team manager has a responsibility to help a player improve if possible, but she has a greater responsibility to create the best team possible.
- fredwilson 16y agoi've been with my wife for thirty years. i know that it takes hard work to make a relationship last. and i value long relationships. but i am telling you that many times, this stuff happens. and it can't be fixed no matter how hard the people involved try
- moolave 16y agoAnd no matter how long your commitment is to maintain that ideal (corporate or personal) relationship, there will be times that drastic changes have to be made. But we all try; and keep on trying...