Paul Graham, who helps people start new companies, shared some thoughts about how the people who create companies (called founders) should run them. He noticed that as companies get bigger, people often tell the founders to step back and let other people, called managers, take over and run things. The advice is usually to hire good people and let them do their jobs without too much interference.
But Brian Chesky, who started Airbnb, tried this advice and found that it didn’t work well for his company. Instead, he looked at how Steve Jobs, who started Apple, ran his company. He realized that founders might need to stay more involved in their companies to make sure things are done right.
Paul Graham says that there are two ways to run a company: one way is "manager mode," where you let others do most of the work, and the other way is "founder mode," where the founder stays very involved in everything. He thinks founders should stay in "founder mode" because they understand their company better than anyone else.
The problem is that many people, like teachers and business advisers, usually teach "manager mode" because it sounds like the right way to run a big company. But Paul Graham thinks this advice doesn’t always work for founders, and if they follow it, it can sometimes cause problems, like having people who seem like they’re doing a good job but actually aren’t.
In simpler terms, Paul Graham is saying that the people who start companies should stay really involved in running them, even as they get bigger, because they know their company best.
But Brian Chesky, who started Airbnb, tried this advice and found that it didn’t work well for his company. Instead, he looked at how Steve Jobs, who started Apple, ran his company. He realized that founders might need to stay more involved in their companies to make sure things are done right.
Paul Graham says that there are two ways to run a company: one way is "manager mode," where you let others do most of the work, and the other way is "founder mode," where the founder stays very involved in everything. He thinks founders should stay in "founder mode" because they understand their company better than anyone else.
The problem is that many people, like teachers and business advisers, usually teach "manager mode" because it sounds like the right way to run a big company. But Paul Graham thinks this advice doesn’t always work for founders, and if they follow it, it can sometimes cause problems, like having people who seem like they’re doing a good job but actually aren’t.
In simpler terms, Paul Graham is saying that the people who start companies should stay really involved in running them, even as they get bigger, because they know their company best.
Paul Graham, who helps people start new companies, shared some thoughts about how the people who create companies (called founders) should run them. He noticed that as companies get bigger, people often tell the founders to step back and let other people, called managers, take over and run things. The advice is usually to hire good people and let them do their jobs without too much interference.
But Brian Chesky, who started Airbnb, tried this advice and found that it didn’t work well for his company. Instead, he looked at how Steve Jobs, who started Apple, ran his company. He realized that founders might need to stay more involved in their companies to make sure things are done right.
Paul Graham says that there are two ways to run a company: one way is "manager mode," where you let others do most of the work, and the other way is "founder mode," where the founder stays very involved in everything. He thinks founders should stay in "founder mode" because they understand their company better than anyone else.
The problem is that many people, like teachers and business advisers, usually teach "manager mode" because it sounds like the right way to run a big company. But Paul Graham thinks this advice doesn’t always work for founders, and if they follow it, it can sometimes cause problems, like having people who seem like they’re doing a good job but actually aren’t.
In simpler terms, Paul Graham is saying that the people who start companies should stay really involved in running them, even as they get bigger, because they know their company best.
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