In a September 2024 blogPaul Graham of the Y Combinator describes the merits of a practical leadership style, where the founders are deeply involved in every aspect of their company operations. The method has been proven by some – like Elon Musk and Brian Chesky of Airbnb – as the secret of their success.

But here is the reality: the founders are just people. They are not magical, unmistakable beings, and this praised approach to leadership can often do more harm than good. Instead, I believe the founders should focus on the development of a The culture of kindnessCandor and enablement among their employees. This approach has more power to create a sustainable business than Founder Mode Mode ever.

The hazards of the founder's mode

The idea back The founder's way Is it that a founder's passion, knowledge, and sense of urgency are irreplaceable – something that other managers or leaders simply cannot repeat. While this may be true in certain cases, it is dangerous to assume that the inclusion of a founder is always useful. In fact, when the founders inject themselves into any decision, it can often lead to costly errors.

When my team and I were building equipment for our first product company, we made a “optical” decision to promote the device faster than we should have. The results were less than stellar. We spent money on extremely complex equipment that failed quickly, leading to expensive repairs and a damaged timeframe. Of course, the decision may have created a short -term moment, but for the long term, it was unstable. This is the dark side of the founder's mode: sometimes the founders, in their emergency, do decisions that are recklesssimply because they can.

Graham argues that the founders must remain involved in not being detached from their company's realities. As I understand the withdrawal of the attitude connected, the praise of this way can create toxic Models that encourage the founders to operate impulsively regardless of long -term consequences.

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The founders are not superhuman and that is a good thing

The founders are not uniquely equipped to address any challenge that their enterprise faces. We fight in some things and we are good with others, just like anyone else. The idea that founders have to make dangerous decisions constantly make, practical is not only selfish, but can also lead to mismanagement, especially as the scale of companies. As the beginnings grow, the founders need to focus less on being the hero who solves every problem and more on building teams that are authorized to make the right decisions.

This does not mean to be fully withdrawn – it means understanding your limitations and leave the belief that you are the only one capable of making great calls. Is about moving from being the savior of the company to become the person who places the vision and empowers others to execute it.

The importance of building a culture of kindness

Instead of the founder's mode, I propose a different approach to leadership, based on kindness and respect. Beginnings are high -pressure environments, where excessive work is often seen as a symbol of honor. But it doesn't have to be so. Founders can create a culture of kindness – one where employees feel respected, appreciated and supported, even in challenging times.

Kindness is not about being too generous or indulgent; It is about the basic determination. As a founder, this means accepting that the time limits and pressures you create are often arbitrary. It is important to accept the humanity of your team and lead from empathy. This begins with respect for personal time, honoring mental health commitments and understanding that your team's well -being is essential to the success of the company.

In every company I have led, we have long stressed that extra work outside of normal hours should be taken from people with more to win. If there is urgent work that is it justice It is for – compensates the founders and employees for the risks and the extra time they set. Employees without capital, on the other hand, should not feel the weight of unrealistic claims without compensation or support. If I absolutely need my employees to work outside our normal hours, they get paid overtime.

Connected: Why 'Founder Mode' is not a solution with a size appropriate for leadership

Lead with empathy over the ego

In a world obsessed with the founders, it is easy to get caught in the myth that the founders are somewhat different from everyone else. But it's time to unlock that notion. The founder's mode can work for a small portion of high profile leaders, but for most beginnings, is a recipe for grill and bad decision making. Instead of trying to do it all, the founders need to focus on empowering their teams and leading with kindness.

The best leaders are not the ones who interfere heroically in every problem, but those who create an environment where others can thrive. As the beginnings face increased pressure to deliver results quickly, the founders would do well to remember that sustainable success comes from building strong, empathetic teams-not from acting as a savior with a person.