Tango Mike

Category: Mindset

  • Founders: you probably need to be more obsessive.

    You probably don’t often get accused of not being obsessive enough. You’ve been obsessive enough about your product to build a business around it. But here’s the real question: are you equally obsessive about the business itself—or business in general?

    Your vision drove you to create your business. You identified a problem that only your product could solve. You knew it wouldn’t be easy, and that it would take years of hard work before your vision would change the world.

    But your product doesn’t exist in isolation. Your product grows within your business. Your business provides the resources it needs to develop. If your business isn’t healthy, your product won’t make it.

    You need to be as obsessive about your business as you are about your product.

    Become ‘expert enough’ in all core functions

    Your passion for your product is unquestionable, but what about the areas outside your comfort zone? Maybe you find finance tedious, think marketing is just fluff, or consider HR a maze of red tape. If so, it’s time to change your mindset.

    If you have a growth mindset—as you should, it’s an essential trait of a good founder—then you’ll recognise that you reject these disciplines because they’re outside of your comfort zone.

    Run into the fire. You don’t need to get a batchelors degree in any of these core disciplines, but you should at least read the ‘For Dummys’ books. You should ask trusted friends to talk you through the basics. You should search Youtube for “how to prepare a cashflow statement”. Ask ChatGPT some questions to help you learn.

    As a starter:

    Sales & Marketing

    • Learn the basics of digital marketing (SEO, paid search, social media, and email marketing).
    • Understand the fundamentals of branding (differentiation, aspiration, and positioning).
    • Figure out how to create a sales funnel.

    Human Resources (HR)

    • Familiarize yourself with employee onboarding requirements (e.g., right-to-work checks).
    • Learn the basics of managing performance and navigating terminations.
    • Study effective management principles.

    Finance

    • Understand the difference between a P&L, cash flow statement, and balance sheet.
    • Learn the basics of business valuation.
    • Get comfortable with terms like accruals, provisions, and CAPEX.

    Legal

    • Research the regulations that apply to your industry and market.
    • If selling internationally, understand compliance requirements for those regions.

    Technology

    • Explore the most popular programming languages and their use cases.
    • Learn basic SQL—it’s easier than you think.
    • Identify the right platforms and tools for your business.

    Operations

    • Study the principles of Lean Six Sigma.
    • Know the top health and safety requirements in your operational areas.

    Why it matters

    You’ll make better hires

    Early hires are critical. A poor hire in finance, marketing, or HR can significantly impact your business. Understanding the basics ensures that you can evaluate candidates effectively and hire with confidence.

    You’ll be a better manager

    Even if you hire experts, you need to know enough to assess their performance. Without a foundation, how will you know if they’re delivering or missing the mark? Understanding the basics lets you ask the right questions and trust your instincts.

    You’ll see new opportunities

    Learning about business practices from companies like Apple or Amazon can spark ideas. For example:

    • Apple’s cash flow management might inspire you to improve your financial planning.
    • Understanding how Slack started as a side project could open your mind to pivots or diversification.

    You’ll be prepared for exit

    At some point, you may want to sell your business. Understanding valuation principles and investor expectations now can save you headaches later. Watch videos like Aswath Damodaran’s series on business valuation to get started.

    Embrace the process

    Learning doesn’t have to be daunting. Podcasts like Pivot, Founders, or Business Breakdowns can make your commute insightful. You’ll gain confidence in your ability to discuss HR, finance, or marketing. Over time, you’ll start to enjoy connecting the dots between disciplines.

    Start today

    Invest an hour a week into learning something new about business. Pick up a book, subscribe to a podcast, or watch a tutorial. Your growing expertise will benefit your business—and your product.

    Obsess about your business, not just your product. Your product will thank you for it.

  • Taking Back the Master Bedroom: A Founder’s Guide to Leading Your Business

    Taking Back the Master Bedroom: A Founder’s Guide to Leading Your Business

    As your business grows, do you ever feel like a guest in your own house? Imposter syndrome, fear of micromanaging, and distance from day-to-day details—it’s a common struggle for founders.

    Remember, this is YOUR house.

    A founder is not a typical CEO. You risked everything to back yourself. A significant part of your net worth is tied up in the business you created. You sacrificed a lot to build this house.

    Bringing in great people to handle details is the right move, but they are guests in YOUR house. Welcome them, pride yourself on being an excellent host, but don’t let yourself be pushed aside.

    You’re a generous host, offering drinks, meals, and a place to stay—but the master bedroom is yours. Nowhere is off-limits to you. Guests don’t get to bring others without your approval or argue when you ask them to leave. If they can’t respect your house rules, they might not be the right fit.

    You might offer the master bedroom or adjust your behaviour to make guests comfortable, but it’s your choice. If you want to check on someone in marketing, ask them directly. You might go through the manager out of respect, but you’re not obligated to. If you want to visit the warehouse or question a team member’s fit, act on it.

    No one likes being called a micromanager, but that’s a different issue. A micromanager skips context, bypasses leaders, and issues abrupt orders. A good founder stays connected, explains the ‘why,’ and empowers the team while guiding decisions.

    You might avoid the corner office or prime parking spot to feel like “one of the team.” That’s understandable, but you are different. You’re the host. Own it. Don’t deny yourself privileges you’ve earned—it’s like being embarrassed to sleep in the master bedroom when you have guests.

    You might insist your team tracks leave in the HR system while you don’t. You might walk in at 10 and leave at 4, but they don’t see the weekends you worked or sacrifices you’ve made to get here.

    The exception is your company’s values. These must align with your own. If you can’t live them, you’ve chosen the wrong values.

    You don’t need to justify this host/guest differentiation. As a founder, you’re likely the hardest-working, most stressed person in the business. You’ll ensure payroll is met during tight cashflow while maxing out your credit cards to keep the business afloat.

    Your role as a founder is unique. Own your space, lead with clarity, and don’t shy away from the privileges you’ve earned. Stay true to yourself and your values, and you’ll inspire the right people to thrive alongside you in YOUR house.