Pixies | Caribou
I live cement
I hate this street
Give dirt to me
I bite lament
This human form
Where I was born
The offered me the office, offered me the leadership
They said I’d better take anything they’d got
Career Opportunities — The Clash (The Clash...
Sooner or later you are going to face the truth; the team you start with is not the team you end up with for the long haul. Sometimes it is the direction of the business, sometimes it is personal issues, and sometimes it is just not a combination that is working out. Most founders tend to accept this fact when it comes to employees, but what if it happens to be the very person(s) you launched your startup with and were once proud to call a co-founder?
I have seen this scenario play out so often in so many situations at this point, I could very well have enough fodder for a book. In other words, it happens so often that it does not makes sense to think of this as the exception. The real exceptions are those founding teams that actually remain intact from the very beginning, developing the product and growing the business through various stages of VC investments onto some eventual exit. It is in many ways like a rock band; how many bands have actually remained intact for an extended amount of time with the original members? Even with massive success (or maybe because of the success), very few bands keep the same lineup.
So why do startup founders end up splitting? Often people will point to events in establishing the startup, either difficult situations or differences in vision. I contend however that neither are adequate explanations. Rather, the problems start from the very beginning. As I explained last week, many issues in startups (or any business or group situation) stem from a breakdown in communication. Most founders want to dive into building the product, but they never carve out time to consider whether they can actually work together long term. This means aligning to a common vision, understanding how each person works, confirming commitment, discussing what matters culturally in building a company, etc. Otherwise, those small differences in opinion early on can lead to serious fights later on at the most inopportune time. At that point, you may be left with no choice but to boot your co-founder.
I call this post divorcing your co-founder, but it is really more expansive than one perspective captured by the word “your”. The reality is that, just like in a marriage between two people, each founder brings relationships to the table. During the course of working together, new relationships are formed. There are customers, partners, employees, industry contacts, vendors, suppliers, friends, and investors. Therefore, when things begin to sour in the founder’s circle, the entire ecosystem of relationships surrounding that startup are affected and are drawn into a rather messy and energy consuming separation. You are not merely booting a co-founder; you are rearranging the deck chairs in mid-flight and hoping you do not lose too much in the process.
Can startups survive this process and prosper? It really depends on the stage of the startup. Most pre-funded startups will not last. There is little skin in the game to hold together a team, so without the accountability of investors to instill a sense of commitment and responsibility, walking away seems like the easy option. For post-funded startups, there is more riding personally on each founder. There is the credibility factor to take into the account and the baggage of collective (and public) failure should the startup fail. The startup is also most likely a real company at that point with employees, advisors, investors and such. There is too much personally invested for anyone to walk away.
Here are a few thoughts to keep in mind if it does come time to part ways with a co-founder:
While it is tough to be in a situation where a co-founder is asked to leave, there are ways to make it less painful and to lessen the chances that it causes issues down the road. In the end, you can spare yourself much hardship if you do two critical things; understanding each other well before agreeing to be co-founders and creating a founder’s agreement that clearly states the terms and conditions around items such as vesting and separation. If you lay that groundwork down, you might be able to at least make things easier when it is time for a co-founder to leave.