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I, me, mine.
(2 minute read.)
Get your filthy hands off my enterprise?
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Having earlier mentioned this venture isn't a team-thing, some clarification will be useful.
So far, I've decided things. And it'll likely stay that way.
The seemingly-arrogant reality is that longer-term much of what happens here will be 'what I want done, the way I want it done'. (Or, more diplomatically: 'likely continue to be guided by my initial and ongoing what-why-how'.)
But please don't think that I'm intending to 'position myself center-stage, and rule like a king'. Quite the opposite. I've absolutely no desire for a corner office with a big shiny desk and a door marked 'boss'.
As 'corporate numen and company gopher', one of my main responsibilities is to lay guidelines which get (and keep) this thing working as intended.
And, arrogantly-or-not, with a reasonably informed viewpoint and knowledge of what needs to be done (I think), I'm open-to but not particularly seeking feedback and advice.
To dispel any ambiguity…
In my consulting work I've often seen good things wrecked by strong-willed owners refusing good counsel. And I've also seen similar problems when too much weight is placed on the views of others.
So a savvy and strong-willed founder in a lead-role can be a good thing. And that's what I'm doing, for now.
Rather than 'capricious whims', I'm talking about a pragmatic and practical strategy to execute sensibly-considered ideas and ideals.
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