More Gain with Less Pain in Start-Ups
The runner Steve Prefontaine said: “I can endure more pain than anyone you've met. That's why I win, because I can endure more pain.” Should venture-backed start-ups operate the same way?
These companies do face an inexorable reality: a race against time and money to meet critical milestones. Hard work is of course unavoidable, but equating suffering with success is a trap. From my work with venture-backed companies, I would like to share some ideas for company leaders to transcend the “gain is a function of pain” thinking.
Avoid the worst soul-crushing experiences. In Sleeping with Your Smartphone, Harvard professor Leslie Perlow points out it’s one thing to work late, yet it’s another when you had long-standing and highly anticipated plans that go down the tubes. Leaders who are close to their people can find a way to avoid these painful, long-remembered low moments.
Deal with toxic people. Stanford professor Robert Sutton wrote about this in The No Asshole Rule. It’s a matter of courage and enlightened self-interest to deal with people who make others miserable. A common refrain is “that person is absolutely essential” … the cold fact is keeping somebody like that speaks volumes about the organization’s real priorities.
Discourage pointless excellence. A lot of people in start-ups are insecure overachievers. It’s a great gift to these people to be told when good enough is good enough. Any work product that won’t be seen outside the company – like an internal presentation – should not get a big time investment solely to impress people inside the company.
Take time to think and plan. As a company leader, if you don’t make space to think and plan, you are creating pain for other people. Some directional changes are absolutely essential and create value. Sometimes, however, they result from leaders not having made enough time to think and plan.
Have faith. Similarly, some changes result from leaders’ fear or even panic. Don’t let emotions steer the company. Stay the course. Trust people. Have courage.
As with exercise, there is a distinction between good pain and bad pain at work. Most people have an amazing tolerance for good pain: working really hard on fun, productive challenges with people they like and then getting recognition. Good leaders have the wisdom to see the difference and are relentless in reducing bad pain.