Summary: In “Dear Founder,” the text highlights the importance of setting goals and effectively communicating them throughout the organization. It emphasizes the need for CEOs to make sound judgments, empower their employees, and prioritize the company’s needs over their own. The document also touches on the significance of maintaining humility, acknowledging unknowns, and staying focused on building a sustainable, values-based organization. Overall, the message encourages founders to lead with integrity, openness to learning, and a commitment to continuous improvement.
Highlights
Most companies fall in a middle space—there’s some traction, but the flywheel isn’t spinning, and you’re not sure if the idea will scale. This uncomfortable middle place is what I call a “tweener†and it’s a dangerous place to be. (View Highlight)
• What are your motives? Are you in this for money or impact? You must know what you’re really chasing; otherwise, you’ll never find it. (View Highlight)
Often, the best teams have spent much of their time working together before, through good times and bad, with each member bringing something distinctive to the table. (View Highlight)
You will wear more hats and have more responsibility than you’ve ever had. You will also be responsible for the well-being of your team, and the satisfaction of your customers. (View Highlight)
There is no balance when starting a startup! (View Highlight)
If you need a pat on the back, you may not make a good entrepreneur. You need faith in yourself; you cannot rely on others to keep you going. Find strength in your passion for the idea and your interest in changing the world. (View Highlight)
How do you deal with rejection and how much grit do you have to pick yourself up and make something out of nothing? Know that conviction is required. You’ll get nothing but pushback all day long, from everyone you encounter—investors, people who use the product or service, people who are testing it out. You cannot get depressed at hearing “no†or that your idea is “stupid.†Instead, you need to be inspired by it. (View Highlight)
Can you dip your toe in the water? Can you start trying to do this while you are still employed? (View Highlight)
Building a company is a long-term proposition. Knowing that you’re making a commitment for a decade will give you the perspective you need to make it through the tough moments. (View Highlight)
Look for someone who has a chip on their shoulder and something to prove. It’s not perfection you need to prize, or even the balanced resume. You want to hire a person who has something powerful driving them to succeed—someone scrappy who has grit. For example, someone who struggled in school, but who built several successful ventures while there, might very well be the perfect candidate for you. When I recruit, I invariably ask about someone’s past as far back as middle school, and I want to know what they spent their time on. I’m looking for a track record of excellence and bandwidth, along with a willingness to take on tough challenges and risks. (View Highlight)
Note: The problem with people like this in Malaysia, is that. It just so little.
The amount of people with chip on their shoulder are just too small, which then resulted to be these people wanting to build their own business.
And a lot of these people also lacking of skills/competency.