Thanks for a great post Chris. In point I agree, there are certain types that seek a path of an entrepreneur life, but I need to challenge this somewhat.
Entrepreneurs usually come in various flavors, but I think one thing that you don't bring up here is a level of grandeur and/or narcissism that comes with being an entrepreneur. You need a certain level of this, since the odds of success is narrow, and you need to believe highly enough of yourself to even try.
I guess you could file this under adventurous, but I think it's deeper than just seeking adventure.
I think it's in the low modesty area. Ie founders frequently don't care what other people think, are rebels, don't conform, seek approval and design their own world/OS - of that's does not sit easy with conventions, rules or society as a whole then theyāll balance or justify it if challenged. This can be interpreted as grandeur or narcissistic ie the āRonaldo/Serena geneā that most founders operate with. brilliant observations and question. Thanks for sharing ā
I think it's that you can be either side of the coin, but you need to have experienced the hardships to know the other side. Only then you can find the balance
Excellent points. I'm currently working on a science backed traits model for venture backed founders and hardship is one of the fundamentals in the model. Thanks for sharing your wisdom Sophie ā
šÆ - a unique psychometric score on venture backed founder traits š³ what could go wrong... ?! I'm dropping several new "Founder Tools" today (not the Psychometric) and will be leading with these for a few weeks. Feel free to check these out later and use what you need ā
Super interesting to read, Chris! Something I'm curious about is how much these can be learned or changed with experience. I see alot of millennials and gen z drawn into business these days because of the 'ease' that's promised -- only for them to realise that there's more risk and uncertainty than most bargained for. some stay in business, and some leave -- and I'm wondering of those that stay -- did they learn these behaviours, or were they naturally inclined in the first place? What are your thoughts?
That's a massive "depends" answer. Building companies is stressful and like any new skills you start somewhat incompetent. So traits are key. Building bigger or complex companies are even more stressful. Do people get used to it or even thrive on the stress ? šÆ But most/many prefer to outsource their future to a company and be an employee - statistically
This is a really great share! So many things resonate here. Thoughts on bringing in a co-founder or you know a strong ops person š¬ to help balance if a founder doesnāt exhibit some of these strengths?
Excellent article Chris. While reading it I was drawing charts on each one and thinking about where I have been in all of them. In my career as an entrepreneur my trust was high, and only after a few setbacks my trust level came down. I also had high levels of anxiety, but 2008 was the medicine...I crashed and became aware of this need to manage this.
It's could also be natural. The worlds organizers have an attention to details for a natural reason not just a learned behavior. The check is to see if it's exists in other aspects of your life not just the business ā
The best founders usually have a bit of a "screw loose" in the eyes of a normal employee...they see risk differently and have an almost irrational level of persistence.
Crucial takeaways at the end there, Chris - "Soft" skills are anything but soft - when the barriers to execution are removed, what matters most is the intangibles.
This is a brilliant piece. Kevin Raper and I built an application for this exact reason.
Every point you made here, openness needing structure, energy requiring recovery, conviction needing humility, trust as a strategic choice, were patterns we watched play out in founder teams over and over.
It's a small time investment to complete some assessments, but the resulting "blueprint" and executive assessment shows where your strengths and weaknesses are along the same parameters you talk about in your article. We developed Archie, an AI executive coach inside the application, that helps you build on your weaknesses so that everyone has the same chance of success. He is quick to call you on your excuses. too. This was taken from Zach Pecenak's post on LinkedIn he made the other day about Archie:
I spent nearly 90 minutes in my first session, and instead of just "recording my thoughts," I had an AI assistant named Archie using my own psychological blueprint and past failings to call me on my BS and push me in totally unexpected directions.
It didn't just record; it dismantled my excuses in real-time. A few literal quotes:
"[Jan 4, 12:24 PM] CRITICAL ALERT: LOGIC FAILURE DETECTED. Zack, stop. We need to have a very hard conversation right now. You are currently trapped in a logical fallacy..."
"[Jan 4, 1:00 PM] DATA SYNC COMPLETE. We have uncovered the root of the 'Stuck' signal. It is a collision between your Current Reality, your Psychological Blueprint, and your Past Startup Trauma."
"[Jan 4, 1:21 PM] Stop. You are doing it again. You are looking for reasons why it won't work before you have even started."
I can't really articulate how much I learned in one afternoon. Because the system has an archive of my personality and experience, it could objectively relate my "concerns of the day" to my actual behavioral patterns (like my tendency to analyze pain rather than pivot).
It even ended with accountability:
"[Jan 4, 1:31 PM] Deal locked. I will see you on Friday. Donāt bring me ideas. Bring me Evidence. Archie out."
Iām interested to see how I feel about this in a couple of weeks, but I am blown away right now. š¤Æ
The goal of Fulcrum was to make self-awareness operational, not theoretical. "No noise. Just clarity." Your closing line nailed it perfectly "Self-awareness isn't soft. It's strategic."
That's the whole thesis of Fulcrum.
I loved this article and had to share how much we were thinking along the same lines. š«¶
WHAT A TITLE LMAO
Thanks for a great post Chris. In point I agree, there are certain types that seek a path of an entrepreneur life, but I need to challenge this somewhat.
Entrepreneurs usually come in various flavors, but I think one thing that you don't bring up here is a level of grandeur and/or narcissism that comes with being an entrepreneur. You need a certain level of this, since the odds of success is narrow, and you need to believe highly enough of yourself to even try.
I guess you could file this under adventurous, but I think it's deeper than just seeking adventure.
Thoughts?
I think it's in the low modesty area. Ie founders frequently don't care what other people think, are rebels, don't conform, seek approval and design their own world/OS - of that's does not sit easy with conventions, rules or society as a whole then theyāll balance or justify it if challenged. This can be interpreted as grandeur or narcissistic ie the āRonaldo/Serena geneā that most founders operate with. brilliant observations and question. Thanks for sharing ā
Reminds me of the sneakers I proudly wore in high school, with the word rebel cover the bottomš
Nice
I think it's that you can be either side of the coin, but you need to have experienced the hardships to know the other side. Only then you can find the balance
Excellent points. I'm currently working on a science backed traits model for venture backed founders and hardship is one of the fundamentals in the model. Thanks for sharing your wisdom Sophie ā
This sounds really interesting! Is it going to be published on Substack?
šÆ - a unique psychometric score on venture backed founder traits š³ what could go wrong... ?! I'm dropping several new "Founder Tools" today (not the Psychometric) and will be leading with these for a few weeks. Feel free to check these out later and use what you need ā
Super interesting to read, Chris! Something I'm curious about is how much these can be learned or changed with experience. I see alot of millennials and gen z drawn into business these days because of the 'ease' that's promised -- only for them to realise that there's more risk and uncertainty than most bargained for. some stay in business, and some leave -- and I'm wondering of those that stay -- did they learn these behaviours, or were they naturally inclined in the first place? What are your thoughts?
That's a massive "depends" answer. Building companies is stressful and like any new skills you start somewhat incompetent. So traits are key. Building bigger or complex companies are even more stressful. Do people get used to it or even thrive on the stress ? šÆ But most/many prefer to outsource their future to a company and be an employee - statistically
Awesome article Chris, thanks šš»
Glad you like it. I publish 3x per week for Founders and so use and repurpose what you need ā
You're all in Chris! Nice š
As someone who pioneered and led non-profit business I can relate ā¦ and now at the beginning of āthe clarity orchardā ā¦
This tension shows up clearly across the 5 voices:
Nurturers might give endlessly until boundaries blur.
Guardians might protect the familiar long after it stops serving.
Creatives might stay in possibility when commitment is needed.
Connectors might rely on influence where clarity would help more.
Pioneers might push forward even as others lag behind.
Naming the voice allows evolution without self-rejection.
It feels like changing grip as you climb and the terrain shifts.
The same strength needs a different hold.
This is a really great share! So many things resonate here. Thoughts on bringing in a co-founder or you know a strong ops person š¬ to help balance if a founder doesnāt exhibit some of these strengths?
How complimentary are the team through their diversity of skills, strengths, traits, pedigree ā
Excellent article Chris. While reading it I was drawing charts on each one and thinking about where I have been in all of them. In my career as an entrepreneur my trust was high, and only after a few setbacks my trust level came down. I also had high levels of anxiety, but 2008 was the medicine...I crashed and became aware of this need to manage this.
When the anxiety converts to fuel vs friction it's still anxiety so learning ways to switch off, recoup and recover š
I could still use a little help on the anxiety front! I feel like I can put a good face on to the team, but internal anxiety stays high.
I see this alot, Katie! You're not alone. That ability to manage anxiety behind the scenes is life changing (said as an anxious gal myself!)
It's could also be natural. The worlds organizers have an attention to details for a natural reason not just a learned behavior. The check is to see if it's exists in other aspects of your life not just the business ā
This is hands-down the best characterization of founders Ive ever seen!
Matches the description of all founders I enjoyed working with š
Wow! Nailed it šÆ
Turning decades of hard-won experience into actionable frameworks makes the book a rare mix of practical and battle-tested
Thanks Dennis - we appreciate your stunning review. 5Stars āāāāā
I've noticed this pattern as well.
The best founders usually have a bit of a "screw loose" in the eyes of a normal employee...they see risk differently and have an almost irrational level of persistence.
Appetite for risk is very very different for sure āØ
Self-awareness compounds in ways most founders underestimate.
Very true John !
Crucial takeaways at the end there, Chris - "Soft" skills are anything but soft - when the barriers to execution are removed, what matters most is the intangibles.
Good points. Thanks for sharing Mike
This is a brilliant piece. Kevin Raper and I built an application for this exact reason.
Every point you made here, openness needing structure, energy requiring recovery, conviction needing humility, trust as a strategic choice, were patterns we watched play out in founder teams over and over.
It's a small time investment to complete some assessments, but the resulting "blueprint" and executive assessment shows where your strengths and weaknesses are along the same parameters you talk about in your article. We developed Archie, an AI executive coach inside the application, that helps you build on your weaknesses so that everyone has the same chance of success. He is quick to call you on your excuses. too. This was taken from Zach Pecenak's post on LinkedIn he made the other day about Archie:
I spent nearly 90 minutes in my first session, and instead of just "recording my thoughts," I had an AI assistant named Archie using my own psychological blueprint and past failings to call me on my BS and push me in totally unexpected directions.
It didn't just record; it dismantled my excuses in real-time. A few literal quotes:
"[Jan 4, 12:24 PM] CRITICAL ALERT: LOGIC FAILURE DETECTED. Zack, stop. We need to have a very hard conversation right now. You are currently trapped in a logical fallacy..."
"[Jan 4, 1:00 PM] DATA SYNC COMPLETE. We have uncovered the root of the 'Stuck' signal. It is a collision between your Current Reality, your Psychological Blueprint, and your Past Startup Trauma."
"[Jan 4, 1:21 PM] Stop. You are doing it again. You are looking for reasons why it won't work before you have even started."
I can't really articulate how much I learned in one afternoon. Because the system has an archive of my personality and experience, it could objectively relate my "concerns of the day" to my actual behavioral patterns (like my tendency to analyze pain rather than pivot).
It even ended with accountability:
"[Jan 4, 1:31 PM] Deal locked. I will see you on Friday. Donāt bring me ideas. Bring me Evidence. Archie out."
Iām interested to see how I feel about this in a couple of weeks, but I am blown away right now. š¤Æ
The goal of Fulcrum was to make self-awareness operational, not theoretical. "No noise. Just clarity." Your closing line nailed it perfectly "Self-awareness isn't soft. It's strategic."
That's the whole thesis of Fulcrum.
I loved this article and had to share how much we were thinking along the same lines. š«¶
R.
Thanks for sharing such a comprehensive piece. We wish you all the success with the technology you're building, working, playing with Randall ā
Required reading for every new founder
Glad you like it š
Brilliant piece š
Thanks for all the support š