Dave Rosenthal

Yeah, so for some context, every once in a while, you'll have these sort of, let's just say, influential, in one way or another, by some definition, video or blog or whatever it is that comes from a popular figure. In this case, it was Paul Graham, which hopefully most- Famous for his essays. Right, yeah, it's famous for his essays.

Yeah, so for some context, every once in a while, you'll have these sort of, let's just say, influential, in one way or another, by some definition, video or blog or whatever it is that comes from a popular figure. In this case, it was Paul Graham, which hopefully most- Famous for his essays. Right, yeah, it's famous for his essays.

They tend to be sort of impactful, short to the point, no flowery language. People love that about those essays. And Founder Mode was one such essay and sort of focused on sort of what happens when you especially start to go from a startup and you become a scale up, you know, as they use in terminology and you start to grow as a company.

They tend to be sort of impactful, short to the point, no flowery language. People love that about those essays. And Founder Mode was one such essay and sort of focused on sort of what happens when you especially start to go from a startup and you become a scale up, you know, as they use in terminology and you start to grow as a company.

And now you have multiple layers being added, you know, you know, between the top and the people on the ground, you know, writing software, you know, shipping things. So you have all these sort of levels, these managerial levels, you know, that come into the picture.

And now you have multiple layers being added, you know, you know, between the top and the people on the ground, you know, writing software, you know, shipping things. So you have all these sort of levels, these managerial levels, you know, that come into the picture.

And the founder or founders with the original idea or the original vision, they start getting sort of decoupled further and further away from the people with the boots on the ground, implementing the thing, implementing the vision, pushing things forward.

And the founder or founders with the original idea or the original vision, they start getting sort of decoupled further and further away from the people with the boots on the ground, implementing the thing, implementing the vision, pushing things forward.

And then now, because of all these sort of managerial layers, there become sort of different ways you can work in a company with these different managerial layers. You have the people that are sort of action oriented and you have the people that are So discussion-oriented, right?

And then now, because of all these sort of managerial layers, there become sort of different ways you can work in a company with these different managerial layers. You have the people that are sort of action oriented and you have the people that are So discussion-oriented, right?

And the moment you read it, you're like, oh, yeah, I've been in those situations where I have the managers who have to have a meeting, set up a meeting for a meeting. Like, yo, dog, I heard you like meetings, right? So I got you some meetings, right? That's right. And then you have the people that are sort of more action oriented, right?

And the moment you read it, you're like, oh, yeah, I've been in those situations where I have the managers who have to have a meeting, set up a meeting for a meeting. Like, yo, dog, I heard you like meetings, right? So I got you some meetings, right? That's right. And then you have the people that are sort of more action oriented, right?

So all that, basically, there's this, you know, this aspect of the founder sort of, you know, or an individual sort of going founder mode, basically saying, hey, boots to the ground, let's do this, remove the layers, remove the sort of the fluff. be actionable, like be action oriented and sort of do things. At least that's what I took away from the whole thing.

So all that, basically, there's this, you know, this aspect of the founder sort of, you know, or an individual sort of going founder mode, basically saying, hey, boots to the ground, let's do this, remove the layers, remove the sort of the fluff. be actionable, like be action oriented and sort of do things. At least that's what I took away from the whole thing.

So it's like basically saying, do whatever it takes to move the mission forward, move the product forward, whatever it is that you're working on, move that forward and sort of know exactly what kind of management you're on around you, if at all, right? That kind of thing. So Again, I think he was speaking to startups and scale-ups, companies that are not huge, massive empires.

So it's like basically saying, do whatever it takes to move the mission forward, move the product forward, whatever it is that you're working on, move that forward and sort of know exactly what kind of management you're on around you, if at all, right? That kind of thing. So Again, I think he was speaking to startups and scale-ups, companies that are not huge, massive empires.

Because those companies, once you get that big, there's naturally going to be multiple layers of management. I don't know if you can even avoid that. That's just what happens the more people you have in an organization. But if you are a startup or scale up, perhaps sort of push back against that tide, right?

Because those companies, once you get that big, there's naturally going to be multiple layers of management. I don't know if you can even avoid that. That's just what happens the more people you have in an organization. But if you are a startup or scale up, perhaps sort of push back against that tide, right?

Of sort of that, of all those layers, because you're going to be more effective and you're going to be delivering stuff. So to me, I'm like, okay, if I'm just a cog in the machine, I'm just low in the totem pole, right? I'm not a founder, right? The founder is saying, hey, let's push, let's go. Let's get in there and deliver things. Let's work on things, right? That zeal, that passion, that energy.

Of sort of that, of all those layers, because you're going to be more effective and you're going to be delivering stuff. So to me, I'm like, okay, if I'm just a cog in the machine, I'm just low in the totem pole, right? I'm not a founder, right? The founder is saying, hey, let's push, let's go. Let's get in there and deliver things. Let's work on things, right? That zeal, that passion, that energy.