A few months ago, I encountered a startup team consisting of three founders with very different backgrounds and perspectives.
One of them, significantly younger than his partners, was brimming with some of the craziest and most innovative ideas I had ever heard. His ambition and rapid decision-making style set him apart—but they also led to friction within the team.
A Clash of Perspectives
The youngest founder was a true visionary, eager to build and iterate quickly. His ideas were bold and unorthodox, designed to propel the startup forward at a fast pace. However, his enthusiasm was often met with resistance by the most experienced member of the team—a veteran entrepreneur with decades of business acumen and hard-earned lessons. This senior founder would routinely shut down the young man’s proposals with a dismissive, “This won’t work. You won’t understand.” His entrenched views and traditional methods created an environment where innovative ideas were stifled before they could even be explored.
Unequal Dynamics and Unfulfilled Promises
Over time, it became clear that the balance of power within the team was skewed. In numerous one-on-one meetings with both veteran founders, I learned that they were, in many ways, taking advantage of the young founder’s inexperience. Even after four years of working together, he had yet to receive any equity in the company—armed only with a promise letter and not even making it onto the cap table. The veterans maintained that their internal dynamics and decision-making processes were beyond the understanding of outsiders, leaving the young founder isolated and under-appreciated.
A Moment of Confrontation
The tension reached a breaking point during a heated discussion when one of the veteran founders bluntly admitted that he was unwilling to relinquish control of the company by transferring any shares. That moment, when I lost my composure, laid bare the underlying power struggle and the deep-seated fear of losing authority within the team.
Intervention and Lasting Consequences
Despite my personal bias in favour of the young founder—whom I believed possessed the capability to make a significant impact—I intervened to ensure he received the equity he rightfully deserved. Unfortunately, this intervention created a permanent wedge between the founders, further complicating an already delicate team dynamic.
Reflections on Leadership and Collaboration
At 36 years old, I continue to learn how best to guide and mentor innovative minds, whether they come with years of experience or with fresh, groundbreaking ideas. I truly believe that the young founder had the potential to revolutionise the startup, had he been given the space to operate on his own merits rather than being constantly overruled by established authority.
While I am passionate about the success of all entrepreneurial endeavours, I have little tolerance for those who let their insecurities and need for control hinder progress. The experiences I witnessed in this startup serve as a stark reminder of the importance of trust, balanced power, and open-mindedness in any business venture.
I welcome your thoughts and opinions on this matter. Please share your insights in the comments below, and let’s continue the conversation on fostering healthy dynamics in startup teams.