I recently had the chance to read Paul Graham’s essay on Founder Mode, and it got me thinking about my journey with Paragon Group. Paul’s essay struck a chord, especially his distinction between “founder mode” and “manager mode.” It’s a topic that’s not just theoretical for me; it’s something I live every day. So, I thought I’d share my take on it and how it relates to my work at Paragon Group.

The Challenge of Scaling While Staying True to Your Vision

One of the biggest challenges I’ve faced as Paragon has grown is balancing the need to scale with staying true to the original vision. Paul talks about the conventional wisdom that founders should “hire good people and give them room to do their jobs.” While this sounds great on paper, it can sometimes lead to disaster, as Brian Chesky of Airbnb discovered. And I couldn’t agree more.

When we started Paragon, it was all about hands-on involvement. I was deeply engaged in every project, every decision, and every client interaction. But as we grew, I was told that I needed to step back and let others take the reins. I tried it, and honestly, it didn’t work out as expected. The quality and the passion that were our trademarks started to wane. It was a wake-up call that scaling doesn’t mean stepping back; it means evolving how you stay involved.

Why Founder Mode Matters

Paul’s essay clarifies why founders often feel conflicted when transitioning to a more traditional management style. Founders have a unique connection to their creation. We don’t just manage; we live and breathe our companies. This intrinsic motivation is hard to replicate in hired managers who might be great at their jobs but lack that emotional investment.

In founder mode, you’re not afraid to get your hands dirty. You’re involved in the nitty-gritty, because you care deeply about every aspect of your company. At Paragon, I make it a point to have regular “skip-level” meetings with designers, developers, and even interns. I want to know what’s happening on the ground. It’s not about micromanaging; it’s about staying connected to the pulse of the company.

The Steve Jobs Approach: A Personal Touch

Paul mentions Steve Jobs’ practice of organizing annual retreats for the 100 most important people at Apple, regardless of their position on the org chart. It’s something I have been wanting to do at Paragon for quite some time now, but just haven’t come around to actually planning.

These summits will be game-changers. They will break down barriers, foster a sense of community, and most importantly, they make everyone feel valued. It’s a way to keep the startup spirit alive, even as we grow. And let’s be honest, nothing beats the energy and creativity that comes from a room full of passionate people who care about what they’re building.

Balancing Delegation and Engagement

Of course, as Paul rightly points out, you can’t run a 2000-person company the same way you ran a 20-person startup. Delegation is essential, but it’s about finding the right balance. At Paragon, we’ve adopted a hybrid approach. I delegate significant responsibilities but stay engaged in key areas like design strategy and client relationships.

Automation and efficient processes help. We’ve invested heavily in tools and systems that streamline operations, freeing up time for me and other leaders to focus on what truly matters. But automation doesn’t mean detachment. It means being smart about where you spend your time and energy.

The Role of Community and Networking

One of the aspects of founder mode that often gets overlooked is the role of community and networking. Being a founder is a lonely journey, but it doesn’t have to be.

Networking isn’t just about business opportunities; it’s about building a support system. When you’re in founder mode, you need people who understand what you’re going through, who can offer advice, and who can be a sounding board for your ideas. This community has been invaluable for me personally and for Paragon as a whole.

Founder Mode in the Context of Paragon Group

At Paragon, we operate as a design studio, venture partner, and business operator. This multi-faceted approach means we’re constantly juggling different roles and responsibilities. Founder mode allows me to stay nimble and adaptable. Whether I’m working on a branding project for a startup, strategizing for one of our portfolio companies, or exploring new investment opportunities, I’m always in the thick of things.

Paragon Digital, our flagship agency, scales full-stack design capabilities for primarily startups and agencies. Here, founder mode means staying involved in the creative process, ensuring that our work aligns with our high standards. It’s about being hands-on but not overbearing.

Paragon Ventures, our venture studio, invests creative capital for equity in early-stage startups. In this context, founder mode involves mentoring and guiding founders, sharing my experiences, and helping them navigate the challenges of scaling their businesses. It’s incredibly rewarding to see these startups grow and succeed, knowing that we played a part in their journey.

Conclusion: Embracing Founder Mode

Paul Graham’s essay on founder mode is a timely reminder that there’s no one-size-fits-all approach to running a company. Founders have a unique role to play, and it’s essential to stay true to that. At Paragon, embracing founder mode has been key to our success. It’s about staying engaged, fostering a strong community, and never losing sight of the passion and vision that started it all.

So, to all the founders out there, don’t be afraid to break the mold. Stay involved, stay passionate, and keep pushing boundaries. Your company is an extension of you, and it’s your unique touch that will make it truly great.