Founder Mode isn’t about wearing multiple hats, and it’s not just about being able to shift roles at any time — instead, it’s a deeper, more integrated operating system that helps us perceive, assess, and course correct with speed and precision. Because of that, it’s essential to understand how founders master the ability to shift between modes and operate with levels of awareness and instinct that transcend those of typical leaders.
In Part 5 of the Founder Mode Series, we explored how individuals with the Founder’s Mindset can transform large organizations from within, bringing their vision, conviction, and drive along for the ride to make lasting change. These “founders-within,” whether in startups or large companies, share a common thread — they operate from a perspective that allows them to see the whole picture and instinctively know when and how to act.
Now we’ll dive into the ins and outs of mastering Founder Mode, exploring how it serves as the foundation that binds all other modes together. Founder Mode is what allows founders to navigate complexity, see the interconnectedness of every part of their businesses, and ultimately lead their companies to success as they grow and scale. In my view, there are seven traits that really help this Founder Mode operating system sing.
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Holistic Understanding
When founders are operating in Founder Mode, the entire business ecosystem is visible to us — every interaction, every process, and every challenge. We naturally grasp the interconnectedness of all aspects of the business, from logistics to culture to the customer experience. But it’s also important to keep in mind that this big-picture view doesn’t come at the expense of understanding granular details either. In this mode, we see the whole map while also knowing every inch of the terrain.
For example, Elon Musk’s ability to simultaneously focus on battery production, space exploration, AI, and electric vehicles demonstrates a deep, holistic understanding of multiple complex systems. Another example is Jeff Bezos, who grew Amazon by seeing how logistics, cloud computing, and retail could be woven into an all-encompassing platform.
Prioritization
In Founder Mode, we also have an uncanny ability to sense what’s truly important at any given moment. We instinctively know where to focus, where to direct resources, and when to pivot or persevere. We don’t just react — we prioritize based on our deep understanding of the company’s long-term vision and goals.
Steve Jobs was a master of prioritization, knowing when to pull the plug on certain products to focus on the few that would define Apple’s future, such as the iPhone and iPad. And Reed Hastings prioritized Netflix’s transition from DVDs to streaming at exactly the right time, setting the stage for the company’s future growth.
Decision-Making Agility
Just as founders of early-stage companies often struggle with wearing too many hats or working in the business instead of on the business, they also tend to react more than act. But Founder Mode means quick and thoughtful decision-making. The agility here comes from our ability to balance strategic thinking with gut instinct, allowing us to sprint when opportunities or challenges arise. Of course, this doesn’t mean acting recklessly either, but rather with a calculated approach that leverages time-tested frameworks, data, and intuition.
Travis Kalanick at Uber demonstrated agility in rapidly scaling the company across multiple cities and countries, making decisions quickly in an emerging and uncertain market. Larry Page at Google often pushed forward with bold decisions, like the development of autonomous vehicles, long before the market was ready.
Ownership of Vision and Culture
A company’s vision and culture are a reflection of the founder’s core beliefs. In Founder Mode, we’re not just leading a business — we’re guardians of these principles. This mode ensures the company stays aligned with its original purpose while evolving in response to new challenges and opportunities. It allows us to both protect the integrity of the company’s vision and guide its evolution.
For example, Howard Schultz at Starbucks was deeply committed to preserving the company’s culture of community and customer experience, even as it grew into a global brand. And Daniel Ek at Spotify has kept the company focused on accessible music streaming, fostering a culture of innovation as it scaled worldwide.
Flexibility with Modes
But how can you make sure those quick decisions are also strategic? In the previous articles in this series, I wrote about the danger of operating in more than one mode at once. The more we focus on strengthening our inherent ability to fluidly move between all the other modes as needed — whether it’s Visionary, Warrior, Coach, or Builder Mode — the more we can instinctively shift based on the company’s current needs. This flexibility is key: it’s not just about specializing in one area but knowing when to pivot from one mode to another to meet the demands of the moment.
For example, Elon Musk fluidly shifts between being a visionary for SpaceX’s long-term Mars plans and a tactical builder for Tesla’s production challenges. Meanwhile, in the entertainment sphere, Oprah Winfrey has moved seamlessly between her roles as a broadcast journalist, lifestyle coach, and visionary media mogul.
Persistence and Resilience
One of the hallmarks of Founder Mode is a deep emotional connection to the company’s success. In this mode, we’re tenacious and resilient, particularly when navigating the inherent challenges of starting, building, running, and scaling a company. This persistence drives us to keep pushing forward even when others would give up.
Whitney Wolfe Herd faced early skepticism about Bumble’s focus on female empowerment, but her persistence in Founder Mode led it to become a billion-dollar company that set new standards for user safety and inclusivity in tech. And at Oracle, Larry Ellison faced early failures but persevered in building one of the world’s most influential tech companies.
Emotional Investment
As founders, we’re deeply tied to the business’s success or failure on a personal level, and Founder Mode reflects this emotional investment. Because of this, emotions in Founder Mode can run high, whether it’s passion for the product, loyalty to the team, or intense pressure to succeed.
We see this in Yvon Chouinard’s dedication to Patagonia, which goes beyond typical business goals. Rooted in a profound commitment to environmental stewardship, Chouinard made the bold choice to donate Patagonia’s profits to environmental causes, underscoring a legacy-driven approach over pure profit.
The Core Operating System
By now, it should be clear that Founder Mode is where we operate at our most instinctual and holistic level. It’s not just about balancing different modes but also understanding how to integrate them into a coherent whole. In this mode, we have a deep connection to every aspect of our businesses, and this connection allows us to make decisions with speed, agility, and purpose. It’s the reason we’re the people most equipped to understand our company’s challenges, opportunities, and priorities — even when others don’t fully grasp them.
Up Next…
In the next part, we’ll explore the risks and rewards of multimodal thinking, including how founders can manage the danger of operating in too many modes simultaneously and what happens when Founder Mode isn't balanced effectively.
If you want to stay tuned, I encourage you to sign up to receive email updates with each new installment of the Founder Mode Series. I’d also love you to share this with others who are grappling with “Founder Mode,” whether they’re a founder or working with one. I want this series to spark discussions and debates — after all, that’s how we learn and grow. As someone who knows he’s “guilty” of Founder Mode, I’m genuinely excited to explore these ideas with any and everyone who’s interested in this topic.
So… I’m adding this link to my Google Docs draft of this series. I’d love to get your feedback and read stories from those who have experienced the good, the bad, or the ugly of working with one or more founders in Founder Mode. Who knows — maybe this will turn into a book that includes lots of great stories about founders around the world.
Read the rest of the Founder Mode Series:
