Lessons From a Destroyer Captain to Startup Founders
And how to delegate better, faster, and with fewer mistakes.
Most of my professional life I spent as an employee in multinational headquarters. Companies where you do not have much skin in the game, as Nassim Taleb explains.
All this changed in 2017 when I started my first business, in the tourism sector. Like any other first-time founder, there were difficulties with funding, planning targets, and establishing challenging-but-realistic goals. Problems that are already discussed in multiple places.
But once your business is up and running, there is a ghost that haunts entrepreneurs. An issue rarely approached, and with me, it was no different: the overwhelming amount of responsibilities, that often lead you to burnout.
When you invested your savings or investor’s money, it will be difficult to delegate responsibilities. Put together that in a new company you still didn’t build a trust relationship with your team, and the formula for hoarding multiple tasks is ready.
But this is not a problem only for business founders. Imagine the responsibility of the commander of an Arleigh Burke destroyer in the United States Navy. With a crew of near 300 people and responsible for a war-machine costing more than one-billion…
