David Beisel's Perspective on Digital Change
David Beisel

Internet VC at NextView
Boston / Cambridge, MA
david at nextviewventures dot com
@davidbeisel

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Wednesday
Sep072005

Seven Founding Sins

Over the past couple years, I have been involved with and close to a number of both successful and unsuccessful startups. To me, the most exciting (and most perilous) times in a company’s life-cycle are the early first stages when it is just getting off the ground. The company’s founder(s) role is an essential one which carriers many risks for missteps. So I’ve compiled what I’ve learned to be the Seven Founding Sins – common mistakes which often divert entrepreneurs off the path towards success.

Inauthenticity. While there are notable exceptions, most successful entrepreneurial endeavors are sprung from a genuine idea born from true experience or direct & tangible observation. A founding team should not only have the relevant experience, but also immediate and authentic understanding of the end-users’/customers’ need. Blank-slate brainstormed white-board ideas rarely even deserve the material that they’re written on. Great ideas search for a great entrepreneur; great entrepreneurs don’t search for a great idea.

Sloth. It may seem obvious, but founding a company is not a full-time job. It’s a full-time life. And then some. And then some more. Only those who truly understand this notion have a shot.

Extravagance. A startup is just that – a startup. Without the full corporate infrastructure support, and more importantly, without extensive monetary resources, founders and employees must spend wisely. Even if VC financing has been raised, extravagant and wasteful spending by a few founders/leadership sets the tone for the entire organization. Jet-set lifestyles are appropriate after the liquidity event, as employees treat resources with the same respect that those in power do.

Taciturnity. Rapid progress and constant adjustment in a new endeavor requires continuous communication of these changes. Founders need to ensure that all of the constituents who are involved in making the company a success – co-founders, (prospective) investors, advisors, (potential) customers, employees, analysts, press, bloggers, professional service providers, etc. – are regularly updated with an accurate and realistic assessment of both developments and challenges that affect them specifically.

Greed. Holding too tightly to the percentage of ownership figure doesn’t allow room for a company to attract the leadership, employees, and investors that will maximize shareholder value – including the founders’. A flourishing startup endeavor requires investing equity in others to generate substantial return.

Arrogance. There is a fine line between a beneficial pride of confidence and a dangerous arrogant hubris. Founders must realize the limits of their abilities and seek help/input about when others on the team are more informed or in a better position to make decisions. Letting others control activities frees founders to contribute where they can best – in whatever role that may be. Nobody, including a founder, is always right.

Indecisiveness. The beauty of a startup is that there are endless possibilities. The difficulty is to concentrate on one opportunity, not every opportunity. The sooner that a new company can find its focus and make strides, the better. Of course any new company necessitates flexibility, but there is greater risk in trying to be “all things to all people” than succumbing to rigidity. In the end, tough choices are indeed tough, founding entrepreneurs need to make them.

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Reader Comments (33)

I like the last one especially. It's incredibly hard to focus.
September 7, 2005 | Unregistered CommenterRick
Agreed...and people often seem to lack the true passion necessary to stand beind their concept and drive the idea into production despite the lurking fear of failure.
September 8, 2005 | Unregistered Commenterscott
I love your last point about focus best of all (liked all the others too). I've found that in all simple ideas and concepts complexity slowly builds up anyway and even simple concepts can grow into highly complex opportunities over time. However, if you start w/a complicated opportunity, the complexity becomes unwieldy very quickly and the start-up ends up dying a sure and rapid death under the weight of its overburdened concept.
September 13, 2005 | Unregistered CommenterP-Air
The "Arrogance" sin is particularly tricky because entrepreneurs have to mentally be able to "walk on water", and face situations of tremendous stress and difficulty. Without a minimum of arrogance, Founders won't be able to be up to the challenge. And it is not only about self confidence.

I remember chatting with my Managing Partner (when I was still in the VC business) after a meeting with an entrepreneur that was really full of it, and my Partner's comment was that most of the CEOs having made a lot of money for him had the same trait.
September 13, 2005 | Unregistered CommenterJeff Clavier
Thanks for the post. It gave me validation that I going about this the right way. An idea born out of personal experience, along with some other members and continuous collaboration and communication. We are a virtual group, and have started using many of the tools available on the web, i.e. jotspot and skype, and aim. Communication is constant and collaborative.
September 14, 2005 | Unregistered CommenterThePef
Dear David

I find your blog to be very informative and educational. But that does not mean i agree with all that you write. Specially your first item on 7 sins "inauthenticity". Your definition of this could apply more aptly to innovators than enterpreneurs. If you look around many life changing companies were formed by students with hardly any knowledge of the domain or industry. Jeff Bezoz, Steve jobs, Bill Gates, Pierce Omidyar, sergi berin, larry page etc etc etc. Once these people concieved an idea they hired people with business and management experience to fill the gaps and convert it into realty.

secondly many ideas were initiated without any long term vision of how it would turn out to be. Most expected it to be fun to make it work.

This is just my two cents.

regards

kundi
September 28, 2005 | Unregistered CommenterAbdul Q. Kundi
Hi David,

As a relatively new entrepreneur (working on version 2.0 of my first venture) I wish I'd read this entry a few years ago, but still useful.

One comment on your list. The Sloth one - is it your intention to portray starting a business as something that one does to the exclusion of other things, like family? If so, I disagree. I NEVER would have made it as far as I have without my wife's support, and my kids keep me grounded and sustain me.

Thanks!

Greg
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