The first gets the impression that the second
Posted: Wed Jan 22, 2025 6:53 am
This situation is common in cases with two equal partners. For example, one looks for clients, the other manages the team and debugs logistics. works less, devotes too much time to the family, is not "burning" enough about the business - any nitpick can be made.
Often, a lack of leadership experience leads to conflict. For example, if people previously worked as employees, even at the highest positions, and there was a boss above them who made the final strategic decisions.
Under the weight of responsibility, mutual grievances can become more acute even between people who were previously colleagues or friends.
I participated in negotiations between two co-founders. They had indonesia telegram database been friends for a long time before starting a joint business. And they were 100% sure that there would be no misunderstanding. But one, let's call him Alexey, invested a little more money, while working less. The second, hypothetical Oleg, on the contrary, took on almost all the management. Several years passed, the company established sales, but Alexey began to think that Oleg began to work less; supposedly, he stopped investing. Oleg was indignant at this attitude: the entire burden of solving current issues remained on him. After painful negotiations, they managed to reach peace and formalize new areas of responsibility. But such mutual claims often lead to the collapse of a business.
In the case of investors, there are toxic situations - when he sees how successful the project is and wants to get rid of the founder. For this, a scheme can be launched in which the investor stops transferring funds, the company has a cash gap and the creators of the startup are forced to sell it "on the cheap".
Or, on the contrary, the investor puts a spoke in the wheel so that the creators of the startup themselves want to buy out the project, to gain independence. The price, of course, is set above the market price.
Often, a lack of leadership experience leads to conflict. For example, if people previously worked as employees, even at the highest positions, and there was a boss above them who made the final strategic decisions.
Under the weight of responsibility, mutual grievances can become more acute even between people who were previously colleagues or friends.
I participated in negotiations between two co-founders. They had indonesia telegram database been friends for a long time before starting a joint business. And they were 100% sure that there would be no misunderstanding. But one, let's call him Alexey, invested a little more money, while working less. The second, hypothetical Oleg, on the contrary, took on almost all the management. Several years passed, the company established sales, but Alexey began to think that Oleg began to work less; supposedly, he stopped investing. Oleg was indignant at this attitude: the entire burden of solving current issues remained on him. After painful negotiations, they managed to reach peace and formalize new areas of responsibility. But such mutual claims often lead to the collapse of a business.
In the case of investors, there are toxic situations - when he sees how successful the project is and wants to get rid of the founder. For this, a scheme can be launched in which the investor stops transferring funds, the company has a cash gap and the creators of the startup are forced to sell it "on the cheap".
Or, on the contrary, the investor puts a spoke in the wheel so that the creators of the startup themselves want to buy out the project, to gain independence. The price, of course, is set above the market price.