Walking away from my co-founder I made the best business decision-why is here

On the recent work trip and unable to sleep, when I stumbled I was turning through channels With Seth Mayors overnightWhich took place that night to interview the former host of the show, Legendary Conan O’Brien. As a tall, mourning comedian fan, I kept my channel just over time to share with the mayors’ philosophy that led him in an incredibly long and successful career.

“There is a huge orchestra, a lot of noise and I’m just beating my triangle. Is anyone listening to me?” O’O. Brian says. “And it looks crazy, that’s it, some Buddhist ideas. But if you just keep up with what you believe, and you keep doing it with purpose, eventually, they will only listen to the triangle.”

Listening to this, me immediately. He was returned in the early days of his company, Jotformation.

I am now a proud solo founder, but it was not always a plan. In fact, for years I intended to start a business with a close friend. He was 10 years older than me, he was more experienced and we talked about launching a company together. We had an oral agreement: 50/50 partners. No example – just mutual trust and shared dreams.

But when it was finally the time to jump, everything changed. He told me that someone had suggested taking 51 %. That a person always needs to be “in charge”. It was no advice – it was an ultimatum.

I didn’t even hesitate. I went

It was one of the most difficult decisions I did as a business. But this was also excellent. Why is it here

Related: professional breakup-how to eliminate the co-founder

The power to remain on your principles

It was hard to walk away from this partnership – not only as a business, but as a person. It was not just divided into business. It was to eliminate the joint vision, which was a year to make. I was suddenly myself, without a partner, and no one was to share the weight that I was about to make.

Traditional wisdom believes that co -founders are essential for the survival of the startup. The foundation of a company solo is “a computer scientist and businessman Paul Graham is a” vote of confidence. ” Is written In 2006. “This means that it means that the founder couldn’t talk to a friend to start a company with him.” “This is very dangerous, because his friends are the ones who know him better.”

The dynamic does not really think that the advice was ever more water, and with the rise of automation and AI, I firmly believe that you need a lesser coalition. Nevertheless, the fact is that the startup examines your commitment in a thousand small ways, and the limits you have set in those early days become the basis of you. If this foundation has been broken, the pressure will only be worse.

This decision also taught me something necessary: ​​Staying in its principles does not always feel like a win at that moment. In fact, it often feels like opportunities, speed and contact. But over time, the cost of compromising what you want is much higher.

Relevant

Identify the skin of your values

Distributing into partnerships only my co -founders and I did not disagree. We did not even look at the company’s direction. During our business planning, it became clear that we had developed different scenarios – he wanted to consult other companies. I wanted to make something new. His vision did not encourage me, and I was not excited. One of us eventually had to compromise that we didn’t like.

So, as sad as I was on the dissolution of my plan, I also felt a sense of relief. When you are starting a company, there are many forces that threaten to remove your vision from the track. That is why it is so helpful in explaining your values ​​quickly-non-negotiations that make your business a barrier and create your motivations for its construction. I like the advice offered by Career Coach Arena Kozma, which Writes I Harvard Business Review Clearing your values ​​requires both conscious effort and time.

“Depending on your journey, your values ​​can be permanent over time or change based on new events and information,” Kozma wrote. Check yourself every year to ensure that what was important to you once is still. And if not, then don’t be afraid to re -review.

Knowing my values, I have been guided by some of my most confused challenges, such as how to develop, when to keep and produce what products. They keep me away from the lure of investment or opportunities that will eventually not serve the company. Being separated with my Coofer gave me the opportunity to give me the opportunity to make it important to this, and how I made today’s company become a blueprint.

When you know who you stand for, the decision -making is very easy. You may still be hitting your triangle in a noisy orchestra – but you are making this explanation, purpose and confidence that eventually, your voice will end.