| s/investors/board... it doesn't really matter. It still doesn't make your approach any more valid. Note that the original post is from a VC, and the context of this thread is a discussion of someone talking to a board member without the knowledge of the founders. Also note that the article itself mentioned specific contexts in which this should be done: "The team underneath the founders should feel like they have the right, and the responsibility, to talk to the Board and investor group when founder dysfunction gets really bad. In general the idea of the team going around the leaders to the Board is a big “no no” in startup land, but there are a few places where that needs to happen, like outing illegal or dishonest actions, or harassment. Likewise, if the co-founder relationship is so bad that the company is being seriously harmed, the team should feel a responsibility to come to the Board with that information." This all seems valid to me. It also seems like situations in which it is reasonable to step "into conversations in which you have no context and no skin in the game". FWIW, I don't drink the VC kool-aid, and I discourage others from doing so unless they have a very specific business context that is appropriate for VCs (most folks don't). That said, I am a fan of people in a wide range of fields to develop their fundamental skills in leadership and management, and I get the sense based on your comments that your fundamentals are lacking. If you think otherwise, please step out from behind your throwaway and let us know about you and your company. I am sure that your posts here will reap huge benefits in recruiting and retention. |