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What we learned in studying the most effective founders

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Re: What we learned in studying the most effective founders

#21
> This observation aligns with what is known as the Dunning-Kruger effect, where overconfidence at the start of the journey helps founders get started, but discouragement and self-doubt set in soon after

It’s refreshing to see mention of the DK effect linked to a more recent paper, one where the original authors are amending (contradicting) their original work. But I have never ever seen the DK effect mentioned in a context where it actually works as a reasonable explanation of human behavior, this post included. For example, if we take these papers at face value, one of the few things they actually do show is that there is a positive correlation between confidence and what they call “performance”; the more confident someone is in themselves, the more likely they are to be right about it. The most common (mis)conception of DK is the opposite of that. Being confident and then having reality set in is not what DK measured. Really, the only use DK has is a way for the speaker/author to position themselves as smart & authoritative by citing their awareness of it, often as if knowing of it helps you avoid it.

The original paper just did not measure anything even remotely close to startup success by founders, and thus it’s conclusions simply do not carry into this context. The paper did not measure any kind of job performance by any professionals. It didn’t measure complex tasks either. The tasks were basic and academic, e.g., a little grammar, ability to get a joke (seriously!), and the primary statistics they gathered were based on people ranking themselves against others whose performance they didn’t know, not primarily on isolated or objective self-evaluation. The sample of people was a tiny(!) set of Cornell undergrads(!) volunteering(!) for extra credit. There are just so many things wrong with assuming this work represents real human behavior, and the paper was misleading and is so completely misunderstood that I wish references to it would just stop: they’re never correct and never useful.

Re: What we learned in studying the most effective founders

#22
post #14

Self help pablum for aspiring founders. I'll just highlight a couple of the ridiculous things in there. "Minimize unnecessary micromanagement". There's just a ton in there. First, micromanagement already has a negative connotation so recommending to minimize it rather than eliminate it is just an obnoxious hedge. Then it doubles down on recommending minimizing only "unnecessary" micromanagement. You just go right ahe…

This is the software/IT industry where everyone talks about how you can be self made and degrees don't matter as much as skill and experience, right? Yet here you are dismissing this guy for whatever he studied in school.

Other than that I completely agree with you

Re: What we learned in studying the most effective founders

#24
post #14

Self help pablum for aspiring founders. I'll just highlight a couple of the ridiculous things in there. "Minimize unnecessary micromanagement". There's just a ton in there. First, micromanagement already has a negative connotation so recommending to minimize it rather than eliminate it is just an obnoxious hedge. Then it doubles down on recommending minimizing only "unnecessary" micromanagement. You just go right ahe…

>I think what's more interesting about stuff like this is not what they're saying but what they're selling. I can only guess that the real research Google did was that they needed more startups to get started using their products and that they would continue to use and expand their use of Google services as they grow.

Could have said that and left out the rest. Most tech blogs I come across are thinly veiled sales pitches, and the trope is to take some more or less obvious subject and put a TEDx style spin on it.

Re: What we learned in studying the most effective founders

#25
post #14

Self help pablum for aspiring founders. I'll just highlight a couple of the ridiculous things in there. "Minimize unnecessary micromanagement". There's just a ton in there. First, micromanagement already has a negative connotation so recommending to minimize it rather than eliminate it is just an obnoxious hedge. Then it doubles down on recommending minimizing only "unnecessary" micromanagement. You just go right ahe…

I was with you until you started with the credentialism stuff.

Re: What we learned in studying the most effective founders

#26
I’ve worked with managers from big co’s as well as directly with many startup founders. Helping mainly B2B SaaS teams with Product Design [1]

This article is written from a corporate pov, judging founders and founding teams, which are fundamentally different animals, from the wrong angle.

The pattern I’ve seen all effective founders had in common from my experience were 2

1. Building something people want. Usually they started with something crappy, focussing on product market fit first. Almost always have paying customers.

Then

2. Tirelessly working 24/7 on product & telling more people about their product.

All the managerial things mentioned in the article are important at some point. But it’s not what will make or break a startup.

[1] https://www.fairpixels.pro

Re: What we learned in studying the most effective founders

#27

Don't "Protect the team from distractions." and "Invite disagreement." contradict a bit each other?

Can you expand further on why you think these are contradictions?

In my book, you can actively have both. Protecting from distractions often means helping the team feel like they can say no to anything that isn't the most critical work. Inviting disagreement simply means that you tell your team you want dissenting opinions.

For example, if you feel like the team is working on a few unnecessary projects, you can help them say "no" (protect from distractions). However, you shouldn't just do it blinding. That project may actually be valuable, but not in the way you anticipated on the surface.

Re: What we learned in studying the most effective founders

#28
post #3

I do not understand "treat people like volunteers".

We try to practice this on my team. Essentially, it comes down to aligning people with their interests. We've found it's far better to optimize interest against projects than it is to optimize skillset. We've found people working on the problems they prefer tend to dive in more deeply, care more, and generally produce better results for our customers. Once people feel like they're just being dragged through the motions, they tend to put only the minimal effort in to collect a check.

Re: What we learned in studying the most effective founders

#29

Earlier quoted context omitted.

I think the idea is to treat employees you pay as if they where doing it for free. Say you give a boring task that’s not meaningful to a volunteer they’ll just up and leave as they won’t gain anything from it.

I read it this way as well. That said, sometimes boring work needs to be done too. Who does it in this framework?

It's about ensuring there's a mix and an opportunity to work on different types of work.

It's okay to have boring work. It's challenging to _only_ have boring work.

Re: What we learned in studying the most effective founders

#30

While there is some decent leadership advice in this article, I can't help but to wonder: all these articles seem to focus on personal leadership qualities, does anyone recommend good articles that focus on other things like socioeconomic status, college/degree level, age, etc? It seems intuitive that @$$hole founders fail, but all things considered equal I intuition also tells me these other factors are equality if…

I really liked the book "Super Founders" by Ali Tamaseb. It has the information you're looking for at least, as well as a lot of other interesting stuff.

Most significant property of billion dollar startup founders is that they're more likely to have founded a multi million dollar startup before. That doesn't necessarily mean that they're super talented, but more that they've got the good qualities as well as the required experience. Anyway the book has loads of great insights.

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