Post from: MAPpingCompanySuccess
A Friday series exploring Startups and the people who make them go. Read all If the Shoe Fits posts here
The dichotomy between what founders think/say and what they actually do never ceases to amaze me.
I’m not referring to the ‘malice aforethought’ type hypocrites who know damn well that their actions contradict their words, but
- believe no one will notice, AKA, they won’t be caught;
- provide abundant excuses when they are; or
- offer rationalizations to prove why “this time it’s different.”
I’m referring to the inadvertent ones who are totally clueless.
I see this a lot in founders who are so totally focused on short term product development that they ignore or delegate the stuff that will make or break their company down the road.
Culture and business planning, especially staffing plans, are two items that founders often kick to the side or delegate; and while I’m all for delegation some stuff just shouldn’t be.
Culture is the values of the company made visible for all to see. Can you really delegate that with a few notes on a napkin and instructions to a harried colleague?
Founders know that strong financials are necessary if they want funding, but other planning functions, such as staffing plans, often don’t seem as critical, so they are delegated or, worse, procrastinated.
The toll these inadvertent actions take can be huge and often far enough in the future that their actual origins are lost.
This “stuff” can break your social contract.
Do you make time for this stuff?
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Flickr image credit: HikingArtist