Section 1.1: The Assumption of Shared Understanding

When a founder has immersed themselves in a problem for an extended period, they may fall into the trap of believing that others share their depth of understanding. They might assume that everyone they meet comprehends the issue as thoroughly as they do and can naturally connect the dots. Unfortunately, this is often not the case. Most individuals will either lack awareness or possess only a superficial grasp of the problem. Even with a brief overview, they might not connect the urgency of the issue with the necessity of the startup's solution.

As a result, mission-driven CEOs may become frustrated when others seem to misunderstand or undervalue the severity of the problem. Conversely, when someone responds with enthusiasm, the founder might mistakenly think that the individual is fully aligned and disengage, assuming they know the next steps. This contrasts with those founders who have only recently engaged with a problem, as they typically excel at articulating immediate plans and funding rationales due to their recent reflections.

The guidance I offer to mission-driven founders is to avoid presuming that everyone shares their passion or understanding. They should lead others through the reasoning behind their conclusions, rather than simply presenting their final thoughts. Continuous and clear communication is essential, as team members will have varying levels of familiarity and interest in the core problem being addressed.

Section 1.2: The Balance Between Belief and Data

Mission-driven founders often exhibit a strong inclination to adhere to their original plans, driven by their deep-seated beliefs. They may feel that deviating from the established path could jeopardize their vision. This perspective often leads them to view data as merely a reflection of the current state, believing they can reshape the world to align with their vision rather than adapting to reality.

While this conviction is admirable and can inspire others to believe in their potential to effect change, it is crucial to recognize that most initial plans require adjustment. One can remain committed to the ultimate goal while being flexible in the approach to achieving it.

Fortunately, these tendencies are not insurmountable if founders can identify their blind spots, strengthen their arguments, and rely on diverse perspectives within their teams to evaluate data. A suggestion to alter the current strategy does not equate to negativity; it may simply be a different viewpoint based on an objective analysis of available information.

Section 2.1: The Dangers of Over-Filtering

This topic may spark debate, but I contend that it is not essential for every employee to share the founder's sense of urgency or connection to the problem. It is important to filter out individuals who are dismissive or overly apathetic about the mission, especially as a startup gains traction. However, not every role needs to prioritize mission alignment to the same degree.

Consider roles where personal motivation may be less critical. For instance, an analyst might be passionate about data regardless of the industry, or a software engineer might seek to collaborate with familiar teammates. Even a finance lead might view each new sector as a fresh challenge to tackle. These individuals may not share the same emotional investment in the mission, which can still be acceptable.

Ultimately, there are certain roles where a mission-driven approach is vital. Particularly in the early stages, if the only mission-driven individual is one of the founders, it may pose challenges for cultivating company culture. However, it is crucial not to excessively narrow the candidate pool based solely on this trait; it should be one of many factors evaluated.

When we support a founder, we understand they are a work in progress—regardless of whether this is their first or fifth venture. We are committed to partnering with them in identifying their strengths and the trade-offs that may accompany them. In essence, while we may be acquiring shares in a company, our true goal is to assist individuals in collaborating effectively.