I've had the 'chance' to work with some deeply manipulative persons in the past, the kind who goes to your desk and say 'Hey, I noticed you started to speak to X again, and your performance seems to suffer as a result", where X is a friendly colleague that opposed some plan of that person. It is incredibly difficult to keep those people in check as all that behaviour is off the record and impossible to prove. When pe…
This endorsement of Sam from 2011 is actually pretty damning, though it is so long ago if it were the only thing it wouldn't be a huge red flag: >I just saw Sam Altman speak at YCNYC and I was impressed. I have never actually met him or heard him speak before Monday, but one of his stories really stuck out and went something like this: > "We were trying to get a big client for weeks, and they said no and went with a…
Personally, if I were the prospective customer, I'd be angry at being lied to, and my message to my team would probably be that we'd be foolish to depend on this startup after they've shown from the start that they're dishonest.
If I were an established company, I think I'd also have our lawyers look at situation, to make sure the institutional knowledge was captured, and to see whether there's anything else we needed to do.
(For example of something else to do: though I'd treat things as confidential by default, in some future n-ary relationship/deal, is there a situation in which I'm obligated to mention to a third company that we previously had negative vetting info on the other company.)
But in the context of current startup culture, I don't think "fake (fraud) it till make it" is that unusual. And it's been normalized.
But I still don't want to do business with dishonest startup founders -- whether it's because they're naturally lying liars, or because they're surrounded by frequent dishonesty and they're not smart enough to cut through that.