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Usually inexperienced founders err too much on the side of paranoia. About keeping their idea secret for example. But they err too much in the other direction when hiring executive teams. "C-suite executives" can be really good at tricking you.
The most common trick they play is seeming competent when they're not. This is arguably the most important skill within sufficiently large companies. (Which is why startups can exist at all.) But there are darker tricks too.
When hiring a COO, for example, it's worth asking "Could I imagine this person conspiring with investors to force me out?" Maybe 99% of the time the answer will be no. But if you find you pause before answering, you may want to stop and think about that.
NNT said executives are like actors.
It's an essential skill in large organizations. Creating the illusion of doing work. Which, of course, is not the same thing as doing work.
I recently read an hbr article about the uneven management sex ratio that proposes this exists because people tend to mistake confidence for competence. The author says that men are more prone to arrogance and overconfidence. Really interesting article.
Another sanity check is their true intent. There is often some misalignment of what drives them vs what aligns with your culture. Achievement, affiliation or power.
I like these tweets @paulg, preach the truth
Warren Buffet lost money from failure to recognize & mitigate risks of "institutional imperative" and Dunning-Kruger effecthttps://twitter.com/REINinaLee/status/1245285610350350337?s=20 …
BIG FACTS
The world is a toxic environment. All those "self-improvement" gurus promote that. They talk about how to look and sound professional, but actually gaining the know-how is an afterthought, as if it magically rains down from the sky.
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