Startup CEOs: Screw Your Strengths

[amplification]

I like the point being made here: building a product is hard. But once you've built it, you have a new mountain to climb: building a business.

In our startup culture, "building the business" is usually delegated to a new CEO, brought in from the outside. I don't think it has to be that way. Managing a business is hard, but it's just a new challenge. Founders don't have to give their business to someone else to manage.

[phreanix]

It's funny, I see so many crash courses offered on how to code, hack your way to a startup, etc., yet not a lot directed at actual startup owners/CEO's on exactly this: Now that you have a startup, what now?

[xsighted]

Well, the only ones qualified to teach such a course are probably too busy to teach it. Although, no better way to learn than to dive in head first.

[AndyParkinson]

I really hope I can help. It's so important and rarely talked about in our community.

[technotony]

I'm not sure I agree with this entirely, yes you have to learn some new skills but it's still important to focus on your strengths - just learn to delegate the other things. Steve Jobs is a great example of this in practice, by all accounts not so good at management but he made damn good products!

[AndyParkinson]

What if delegation is your weakness (as it is for most of us)?

[petervandijck]

"If you’re a great programmer and you love programming, do you really need to actively try focus on being a better programmer? Not really."

-> Yes, I think you do. B.B. King practiced blues scales every day of his life.