Startup Investors- Angel or Devil

Few months back famed investor and Sun Microsystems co-founder, Vinod Khosla, shocked a tech conference audience claiming, “95 percent of Angel investors add zero value. I would bet that 70–80 percent add negative value to a startup in their advising.” If Mr. Khosla is right then so called investors become a liability rather than an asset?

“All the startup has been through tough times once in a while,” and during these rough patches that many investors fail their companies. But there are more ways an investor can screw a company than giving crummy advice.

Investors can negatively impact the psyche of startup founders, often with toxic, long-lasting repercussions. According to a Startup columnist Manzoni and Barsoux, describe a disorder they call as the “set-up-to-fail syndrome.” Though they focus on how this affects the manager-to-employee relationship, I believe the affliction can also manifest in the context of an investor-to-founder partnership, particularly when a first-time entrepreneur is involved.

What is this sabotaging syndrome? It begins innocently enough. The chain reaction usually begins with the “tough times” which is part of every company’s lifecycle. Sometimes the investor has pre-existing doubts about the CEO’s abilities, but the infection usually starts when the company misses a minor target or isn’t progressing as quickly as anticipated.

When things do not go as planned, many investors increase supervision of the company and its CEO. The investor’s doubts in the founder begin to show through subtle cues like body language and tone, as well as in not-so-subtle ways like sending emails asking for more frequent progress reports. The investor may also initiate lengthy discussions, wanting to know how the company intends to get itself back on track.

The investor’s questions are legitimate — it’s his or his firm’s money after all. But the byproduct of the increased scrutiny is the deterioration of the founder’s confidence and creativity. The entrepreneur suspects the investor is losing faith and responds by overcompensating in an attempt to fight the investor’s perception.

The founders may start working at an unsustainable pace and demand the company’s employees do the same, squandering mindshare and team morale on unnecessary tasks to placate the investor. Fearful of further disappointing her patron, the founders may unintentionally paint a rosier view of the company or stop asking for critical feedback.

As the founder shares less, the investor interprets closing-up as an inability to surface problems — a sign of poor judgment and a lack of competence. The investor becomes increasingly frustrated and is now convinced that the founders requires further oversight.

“Perhaps the most daunting aspect of the set-up-to-fail syndrome is that it is self-fulfilling and self-reinforcing — it is the quintessential vicious cycle.”

Taking cues from the more experienced investor, the first-time founders begins doubting their own abilities. They begin performing their job mechanically, avoids risk-taking and spends more time and energy catering to the investor’s requests. The founder self-doubt fuels poor performance, validating the investor’s suspicions and throwing the company into a self-perpetuating death-spiral, which leaves the once-promising team dazed, confused, and often times, out of work.

Stopping the Syndrome

The tragedy of the syndrome is that it is fueled by good intentions. The founder wants nothing more than for the company to succeed and the investor has no intention of destroying value in a company he’s invested in. But according to Manzoni and Barsoux, how people with power react in times of trouble can have a considerable and often deleterious impact on others.

But the set-up-to fail syndrome is preventable and reversible. Both entrepreneurs and investors can take steps to vaccinate themselves from the disease.

But merely finding a good investor is not good enough. Even well-meaning angels can become devils when conditions are challenging.

An antidote to the syndrome is to acknowledge how people in positions of authority influence the performance of others. Whether it involves investors, bosses, or managers, any supervisory relationship can fall prey to a breakdown of confidence. Investors must beware of the trap of labeling founders as deficient and instead stick to judging objective outcomes and circumstances.

In addition, expectations about the degree of supervision should be set early in the relationship. Companies that institutionalize regular dialogues between hierarchies can head-off the syndrome before it gets out of control. A similar practice can help founders and investors get along.

For their part, company founders can prevent the onset of the syndrome by understanding its potential impact and guard themselves from the performance drains that come from the downward spiral.

The set-up-to fail syndrome can only continue if the team perceives that the investor is losing faith in their abilities. Ultimately, founders and investors are on the same team and both want the company to thrive. Therefore, regardless of what the devil investor may say or do, the startup founders must perform a bit of mental acrobatics to keep thier sanity.

If the perception of disappointing an investor is getting in the way of guiding the company, the entrepreneur must choose another point of view. Founders must ward-off the demons of self-doubt by never interpreting investors’ actions as, “You are failing,” but rather, “I want us to succeed.”

Real Angels

From my point of view fantastic investors, always are the great ones who not only had insight, but also the humility to confirm that the founders knew best. Even during the company’s tough times, interacting with real angels leaves the entrepreneur energized, confident, and more creative than before.

The best angels remain faithful in the face of uncertainty and help founders rise to the challenge. They imbibe founders with an omnipotent sense that they can do anything. In short, real angel investors make founders feel like Gods.

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