…our team. The key is to nip painful things in the bud — no matter how hard it might be to do so.
The best founders have the courage to do the hard thing or have the hard conversation, and not postpone it to tomorrow. For example, a team member who has a negative impact on culture, or who isn’t performing at the level you need will not magically get better six months from now. They’ll set a team in a direction, hire other people who also aren’t great, lose people who are great, and then you’ll still need to replace them. Make the change as quickly as you can and you will be a much stronger company as you grow.
It started with a rude reflection. “The great tragedy of speed as an answer to the complexities and responsibilities of existence is that very soon we cannot recognize anything or anyone who is not travelling at the same velocity as we are… Soon we begin to suffer a form of amnesia, caused by the blurred vision of velocity itself, where those things germane to our humanity are dropped from our minds one by one…. We start to lose sight of any colleagues … we start to lose sight of family members, especially children. Just as seriously, we begin to leave behind the vulnerabilities that actually give us color and character… A friend falls sick, and in that busyness, we find their interruption of our frantic lives frustrating and distracting. On the surface we extend our sympathies, but underneath we are already moving in a direction that takes us far away. We flee the situation even if we are sending flowers every day.” David Whyte, Crossing the Unknown Sea: Work as a Pilgramage of Identity