Dave Rosenthal

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.

If I'm just getting a paycheck every couple of weeks from you, I'm putting in my 40 hours or whatever. Like, should I care? Because it's your company, right? Unless I'm getting some equity or stock or something, right? From doing more, right? Then you're paying me for, right? Like, how should I view founder mode? If I'm a software engineer writing Go code, right?

If I'm just getting a paycheck every couple of weeks from you, I'm putting in my 40 hours or whatever. Like, should I care? Because it's your company, right? Unless I'm getting some equity or stock or something, right? From doing more, right? Then you're paying me for, right? Like, how should I view founder mode? If I'm a software engineer writing Go code, right?

How should I... And you come at me with founder mode, like... Should I care? Is it relevant to me? Like, so basically I'm trying to, the way I understood it is, okay, I understand the spirit of the essay, but how do I make it applicable? How do I take the good parts, so to speak, right? And make them applicable to what I do on a day-to-day basis if I'm not a founder, right?

How should I... And you come at me with founder mode, like... Should I care? Is it relevant to me? Like, so basically I'm trying to, the way I understood it is, okay, I understand the spirit of the essay, but how do I make it applicable? How do I take the good parts, so to speak, right? And make them applicable to what I do on a day-to-day basis if I'm not a founder, right?

And that's what our discussion focused on.

And that's what our discussion focused on.

I would say if you're not, so I think my attitude is, on sort of being a quote unquote cog in the machine has sort of shifted over the years. Before I used to think, and early on in my career, or perhaps not even a, not even sort of my career, but early on, or rather, let's say, let's go back 10, 20, 25 years, right? Companies, right? That's back. Hey, I've been, I've been doing this for a while.