eing well-resourced and well-organized matters.

In one of my favorite essays, Choose Good Quests , Trae Stephens and Markie Wagner write about the moral imperative for founders who’ve gained experience, resources, and connections building easier companies early in their careers to use their experience, resources, and connections to tackle really ha... See more

would bend to them. I assumed they had people to impress, parents to please, siblings to rival, rivals to beat. I assumed their true desires were relatable: community, or intimacy, to simply be loved and understood. I knew that building systems, and getting them to work, was its own deep satisfaction—but I assumed everyone wanted more. I was always

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I’ve known pastors who were absolutely convinced that they were faithful men—right until the moment when they made a “connection” with the attractive woman in the front pew. I’ve known Christian leaders who believed they were honest—right until the moment when honesty might harm their ministry. And I’ve known celebrities who believed they were humb

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Being a founder requires constant calibration between arrogance and humility, optimism and pessimism. You need the arrogance to believe that you have something important to say, but the humility to know most people won’t care. You need the optimism to convince yourself and others (employees, investors, customers) to believe in you. But you need pes... See more