Wasserman’s (2012) The Founder’s Dilemmas describe difficult decisions that founders must make that can have a lasting impact on both the founder and their startup. What’s more, most founders often do not recognize the options they might consider or the impact of avoiding tough decisions early in the life of their business.
Wasserman describes the wealth versus control dilemma as “the most common and difficult of them all.” On the surface, they might appear to be complimentary, but in fact they are in constant tension with each other. This counter-intuitive relationship is the result of the need for human, intellectual, and financial resources to get the business off the ground. To land the best talent, ideas, and money it is often essential to offer investors equity. This means that they share ownership, some of the risk, some of the potential reward, and voice in decision-making. The author emphasizes that it is imperative that the founder be conscious of his or her own motivation, allowing decisions to be intentional and consistent with that driving goal.
It will be very interesting to see how this dilemma develops for my own business, as the motivation is neither profitability nor control. Intellectually, for me, starting this organization is about maximizing impact. In my head I feel like if someone else has the time, passion, and energy to devote to the cause I will be happy to yield (or at least share) control. As I really reflect on this honestly, however, I think that when making decisions I would probably lean more toward control because my vision for the organization is fairly limited. I can understand how the push-pull of this dilemma can be challenging for other entrepreneurs as I review the various dynamics involved. Making the choice to limit the scope of the organization is in effect choosing control. If the need is greater and the resources are available for the taking, this choice would be the only reason not to scale up the operation to maximize the impact.
An area where I may veer more toward the maximizing wealth orientation is my desire to involve smart people and a willingness to accept outside advice. As someone who has always worked on high performing teams, I feel in no way as the source of all good ideas and decisions. I am happy to delegate and support those who assume responsibility in whatever way they need to perform at their best.
I strongly identified with the desire for slow growth and he feeling that we are well equipped to launch and build without a lot of outside help. My dad is an expert chef and has been operating a mobile catering business for 15 years. This expertise serves as both motivation and a foundation for the success of our project.