“The way I see it, (insert any business) there are four cultural problems,”
“They are all the natural consequences of having a money-printing machine called ————

….. hiding all other sins.
The natural consequences are (1) no mission, (2) no urgency, (3) delusions of exceptionalism, (4) mismanagement.” Happens to both employee and management.

“ as a result, employers come in not with the goal of “organizing and serving”

…. but following the chain of command of higher-ups who often do not have a clear sense of direction either. 

…. As a result, workers get caught up in an endless spiral of ” task management ” without actually understanding what they’re building for the future.

“Having worked at multiple startups …. the answer was crystal clear for me …..

I serve our users, our customers ”

“But very few employees ……. come into work thinking they serve a customer or user.

….. They usually serve some process or boss. “ I ———. and run this equipment ——- or some technology. I have a job. (‘I keep the ——. system working’).

When I became an owner, I then had 2 masters … the employee and the customer.
As an owner … It is a curious problem, how to serve 2 masters.

The best answer has been, let the employee find their happy place, and build from there. However, there are 2 types of employees:

1. workers who want a job, a structure and a future of some sort.
2. workers who should be owners of their own thing.

Occasionally, there is friction and timing issues, #1 wants to be a #2 and is impetuous, so stumbles. Some #2 people just have bad timing and get stuck by circumstance, they have to wait.

There is a point when employees must decide whether they fit and can serve customers and do their job.
For managers, they have to adjust and be servant leaders.

I have yet to speak of money, this is where the rubber hits the road.

Employees have a value, based on their needs, business responsibility’s and output.
Owners do “risk” and want return.

Lastly there is investment into overhead and future.

(inspired by DP and a founder who was bought out, who suffered, but understood)