Navigating the tension: A founder’s hopes and fears
In the intricate dance between a founder’s need to remain optimistic and visionary, and the unavoidable immersion in the gritty realities of business, lies a profound tension. It’s a delicate balance, akin to the psychological struggle experienced by all human beings between the theoritical structures of the life (Eros) and death (Thanatos) instincts.
At the heart of entrepreneurial optimism is the fuel that propels innovation, fosters resilience, and attracts investors. Founders, by nature, are visionaries — dreamers who dare to challenge the status quo. Yet, lurking in the shadows of this optimism is the existential threat that can pose a danger if not approached with nuance.
Building on Freud’s work, Klein suggested that early human development is shape by this tension, providing a lens through which we can examine this delicate equilibrium. The life instinct, the drive for love, creativity and self-preservation, aligns with the founder’s optimism, pushing them to envision and build. The death instinct, an unconscious inclination towards self-destruction, aggression and a fear of their own inadequacy.
As founders navigate the muddy trenches of the business world, engaging with the nitty-gritty details and grappling with unforeseen challenges, we may unconsciously project these internal conflicts and emotions onto external objects. These objects often being co-founders, colleagues and/or other close relationships. We come to see those things that run counter to our more optimistic view as the characteristics of these external objects rather than of ourselves. A way of shielding oneself from existential threats.
The danger lies in the impact these projections may have on decision-making, team dynamics, and overall organisational culture. Unchecked, they can poison the well of innovation, stifle collaboration, and breed a toxic environment.
The challenge, then, is for founders to acknowledge the existential threats without succumbing to a narrative of doom. By embracing Klein’s insights, entrepreneurs can develop a heightened self-awareness, distinguishing between constructive optimism and the dangers of projecting fears onto others.
In the intricate dance between optimism and the realities of entrepreneurship, founders must remain vigilant, recognising that the muck and bullets of reality can shape a resilient vision. It’s a delicate interplay, one that demands self-reflection, a commitment to facing uncomfortable truths, and a constant awareness of the impact of projecting our fears onto the canvas of our professional landscape.
