{"id":6566,"date":"2012-02-20T09:28:34","date_gmt":"2012-02-20T17:28:34","guid":{"rendered":"https:\/\/redfindevelop.wpengine.com\/blog\/?p=6566"},"modified":"2025-07-01T05:52:20","modified_gmt":"2025-07-01T12:52:20","slug":"what_cant_change","status":"publish","type":"post","link":"https:\/\/www.redfin.com\/news\/what_cant_change\/","title":{"rendered":"What Can't Change"},"content":{"rendered":"

There has been plenty of talk lately, from Phil Sugar<\/a> and Ben Horowitz<\/a> and from me too<\/a>, about how you have to be a different leader at different stages of a company\u2019s growth. This is almost entirely true. But a tiny, important part of it is a crock.
\nWhat I notice about the greatest companies, and the greatest leaders of companies, is their commitment to changing as little as possible about their fundamental natures.
\nFor a stunningly long time, Amazon, Apple, Google, Microsoft, Facebook ran like very early-stage startups, valuing speed in everything they do, focusing ferociously on tiny details of the customer experience, creating a culture of individual accountability.
\nInstead of acknowledging like responsible adults their elephantine growth, they kept on attacking like rabid squirrels<\/a>. Much of this energy comes from a founder surrounded by people telling him he needs to change, but who in some essential way won\u2019t or can\u2019t change at all.
\nWhen Facebook registered for a public offering, Mark Zuckerberg posted a reminder at his workstation: stay focused, keep shipping. When Larry Page took over Google, he halved the number of people reporting to the CEO.\u00a0Both may as well have said, \u201cDon\u2019t change. Keep it simple.\u201d
\nI just got the same message from Ilan Lovinsky, a partner at a Gunderson law firm, who shared a car to the airport with me after giving a talk at Redfin<\/a>. \u201cAs you get closer to going public, everyone around you will tell you to be less of a maniac, to muzzle yourself, to delegate everything, to become a figurehead,\u201d he said, getting out of the car. \u201cDon\u2019t do it.\u201d
\nThen he stuck his head back in the car: \u201cThe only thing you\u2019re good at is being a maniac.\u201d
\nIf you run a successful startup, you will certainly have plenty of people trying to civilize you, with conferences, coaches, books, meetings. When venture capitalists invest millions in a company, they also invest millions in you, which you can take as a compliment, though it\u2019s also a terrible commitment.
\nInvestors try to help their CEO for the same reason a house-flipper upgrades the kitchen: to ensure the investment appreciates. And so I\u2019ve had people walk into the room of my personality and take out the sink, the countertops, the cabinets.
\nIt has been enormously helpful. Tim Draper told me the fundamental obligation of an entrepreneur is to be an optimist. Doug Mack said you have to intervene rarely so that when you do everyone takes you seriously.
\nThese have been the good changes to the Kelman kitchen. But no one has ever touched the stove or the oven, the source of heat and fire. Sitting in a house constantly undergoing a crazy, half-done renovation, the problem I think the most about is figuring out which parts of myself have to go and which have to stay<\/a>. And the hardest part of the renovation for many is the part that has to stay.
\nIt\u2019s hard to not-change because your day starts to fill with baloney that has nothing to do with products and customers. Jeff Bezos supposedly has his assistant review his calendar to ensure 20 hours every week are focused on what will deliver the next billion dollars in Amazon revenue.
\nAnd it\u2019s hard to not-change because the law of conformity is like the law of gravity, pushing harder the bigger you get. Whatever makes a company different, whatever sticks out, is celebrated as a symbol even as the consultants, the pragmatists and the stuffed-suits wear the whole company down to an almost featureless, perfect sphere. \u00a0The new hires at Amazon no longer build their own desks. The coders at Google don\u2019t always work in C. The band in \u201cAlmost Famous\u201d gives up their beloved bus for a private plane.
\nAnd it\u2019s hard to not-change because you can so easily become a different person three or five years from founding a company. MySpace CEO Chris DeWolfe started dating Paris Hilton<\/a>; how would the history of social networking be different if Paris had zapped onto Mark Zuckerberg instead? A friend of mine who started one of the most influential startups in technology moved to a northern town on a tiny island where he now actually owns a goat.
\nHow long you can last probably depends on whether your startup is a means to an end or an end in itself. And lasting has become increasingly important<\/a>. Companies won’t go public in a flash like in 1999, or drop like flies like in 2002. For all the talk about how lean a startup can be in 2012, series B and C rounds are still hefty. Good companies can raise capital quickly, but success takes years.
\nYou can beat the odds, though the world is filled with people eager to convince you otherwise. The skeptics like nothing better than telling you that you\u2019ll fall out of love once you get married, that you\u2019ll never see a restaurant again once you have kids, that you can\u2019t play basketball after 30. These are the same people who ate gas-station hamburgers for breakfast in their 20s.
\nThe truth is that some things get worse over time, some get better, and the most important things stay exactly the same. I meet founders and CEOs every month who tell me they\u2019re flummoxed, angry, frustrated, dismayed, discouraged. It doesn\u2019t faze me. But when they tell me they\u2019re tired — really, really tired — I think it\u2019s time for them to stop.
\nI tell them that most startups don\u2019t run out of money or ideas; their leaders just run out of gas.\u00a0I tell them Haile Gebrselassie set a world-record \u00a0in the marathon by running almost perfectly even splits: the first half was actually 5 seconds slower<\/em> than the second<\/a>. Whales swim across featureless oceans in dead-straight lines, holding a course better than a computer-navigated super-tanker<\/a>.
\nThese qualities are innate and mysterious. No one learns to focus on the customer and the product, to think for yourself, to bite the ass off a bear every day you come to work. But it turns out you can unlearn these traits, as you get corporate, go soft, as you\u2019re surrounded by people whispering that you have to change now that the company you\u2019re leading has 15 people, 50 people, or 500.
\nChange everything, but not that.<\/p>\n","protected":false},"excerpt":{"rendered":"

There has been plenty of talk lately, from Phil Sugar and Ben Horowitz and from me too, about how you have to be a different leader at different stages of a company\u2019s growth. This is almost entirely true. But a tiny, important part of it is a crock. What I notice about the greatest companies, […]<\/p>\n","protected":false},"author":13210,"featured_media":0,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"site-sidebar-layout":"default","site-content-layout":"","ast-site-content-layout":"default","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","ast-disable-related-posts":"","theme-transparent-header-meta":"","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"default","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"ast-content-background-meta":{"desktop":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"footnotes":""},"categories":[57],"tags":[],"dashboard":[],"coauthors":[],"class_list":["post-6566","post","type-post","status-publish","format-standard","hentry","category-company-news"],"acf":[],"yoast_head":"\nWhat Can't Change - Redfin Real Estate News<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.redfin.com\/news\/what_cant_change\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"What Can't Change\" \/>\n<meta property=\"og:description\" content=\"There has been plenty of talk lately, from Phil Sugar and Ben Horowitz and from me too, about how you have to be a different leader at different stages of a company\u2019s growth. 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