Founder-mode and operator-mode aren't opposites. They're alternating muscles. Knowing which to use, when, is the executive job.
The mistake is treating these as identities. They are postures.
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Diagnostic
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The best operating leaders are quiet on the outside and rigorous on the inside. The volume is misleading.
The best hires don't fight the grain or surrender to it. They read it and add to it.
Scale is rarely a technology problem. It is almost always an operating problem dressed up as a technology problem.
