God do I like the web style
Founder Mode
271–280 of 772 posts
Re: Founder Mode
#272This is conventional wisdom. https://hbr.org/2004/01/managers-and-leaders-are-they-differ... https://hbr.org/2016/06/do-managers-and-leaders-really-do-di... https://hbr.org/2022/09/the-best-managers-are-leaders-and-vi... Almost every HBR "Must Read" series on enterprise management says the same thing as this blog post. The business world has been talking about this stuff since the 90s.
TLDR. The first article says managers are political infighters who work in an organization whose primary purpose is self preservation. Leaders are transformative and defy the historical inertia and offer novel solutions.
Re: Founder Mode
#273Earlier quoted context omitted.
The issue is that we don’t have a clear understanding of what “founder mode” truly entails. But, I predict that once Reed Hastings leaves Netflix, the company will begin to decline.
Has the company not already declined? I've been subscribed for years, but I cant remember the last time I watched something on it. The next time I do a round of canceling subscriptions, there is a very real chance it's gone. I have so many other subscriptions, I'm just not sure it's important enough to me anymore to make the cut.
Have you looked at the stock price recently?
Re: Founder Mode
#274"We hired truly great people and gave them the room to do great work. A lot of companies [...] hire people to tell them what to do. We hire people to tell us what to do. We figure we're paying them all this money; their job is to figure out what to do and tell us." -- Steve Jobs
Delegation is great but you need to win the culture war. You need alignment, and passion for the same goals or else it doesn't matter how good the people are.
Re: Founder Mode
#275Counter-example: Reed Hastings, co-founder and the CEO of Netflix for 22 years, famously did the opposite of what pg is saying. Reed insisted on a particular style of employee freedom & responsibility that IMO set the benchmark for innovating year after year and avoiding micro-managers, even as it scaled up past 2000 engineers. This story still has not been fully told. Reed was closely involved but perhaps the opposi…
I have a feeling the other alternative is just indiehacking + AI. Little management needed, much smaller companies.
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Re: Founder Mode
#276Counter-example: Reed Hastings, co-founder and the CEO of Netflix for 22 years, famously did the opposite of what pg is saying. Reed insisted on a particular style of employee freedom & responsibility that IMO set the benchmark for innovating year after year and avoiding micro-managers, even as it scaled up past 2000 engineers. This story still has not been fully told. Reed was closely involved but perhaps the opposi…
I don't know nearly enough to make a firm claim here but I don't think what you're describing sounds like a definitive counter example. There's a big difference between giving lower level employees creative freedom and letting c level executives have free roam over their domain with little oversight or Founder involvement.
...letting c level executives have free roam over their domain with little oversight or Founder involvement.
I agree with you, I think. pg's point was that "Steve Jobs Mode" is the opposite of founders letting their C-level execs roam free. I don't agree.
I think the improved model is "free roaming managers with lots of transparency and accountability."
"Free roaming" and "no accountability" are a recipe for disaster.
But a CEO/exec/manager who reaches 2, 3, or more levels into their org and gives specific direction is a recipe for mismanagement. It violates the golden rule: don't create a role with two bosses.
Re: Founder Mode
#277One of the reasons Europe is falling behind in tech I think is that founders are pushed to manager mode much earlier, and going founder mode when the shit hits the fan is just about impossible [1].
1. If you think you have it bad with the “professional fakers” in the US, try an alternative reality were they can’t legally be fired, or even demoted (e.g. Sweden).
Re: Founder Mode
#278"We hired truly great people and gave them the room to do great work. A lot of companies [...] hire people to tell them what to do. We hire people to tell us what to do. We figure we're paying them all this money; their job is to figure out what to do and tell us." -- Steve Jobs
The problem with Steve Jobs advice like this is that it doesn’t work out of context. I worked for a VP and CTO who embraced this advice literally: They wanted to hire smart people and have them decide what would be done. They took it to so much of an extreme that they washed their hands of the responsibility for deciding and executing anything. Their job, they thought, was to call us to meetings and then ask a lot of…
There's a few Steve Jobs quotes which have tanked the tech industry. The quote "If I'd ask customers what they wanted, they would've told me a faster horse." for example is absolutely horrible advice for 90% of companies. It implies you understand your customers business better than they do. For simple B2C businesses, that might be true. For complex B2B businesses, it's very likely not true. If your founder spent decades doing the job of his customers, and (s)he know a better way to do it using new tech, it JUST might be true. Rarely is that the case though.
Re: Founder Mode
#279I struggle to see "founder mode" as something that scales. Is there not some self-selection bias occurring here, given the audience "included a lot of the most successful founders we've funded"? If a founder is exceptional and all of the other stars necessary for a startup to succeed have aligned, this may be a good approach. But then we are just back to the question YC has always tried to answer: what makes a founde…
One of the contenders for the biggest company in the world is doing it well at scale.
https://www.tomshardware.com/news/nvidia-ceo-shares-manageme...
Re: Founder Mode
#280Counter-example: Reed Hastings, co-founder and the CEO of Netflix for 22 years, famously did the opposite of what pg is saying. Reed insisted on a particular style of employee freedom & responsibility that IMO set the benchmark for innovating year after year and avoiding micro-managers, even as it scaled up past 2000 engineers. This story still has not been fully told. Reed was closely involved but perhaps the opposi…
Steam (Valve) too.