Friction between business partners is common.
Some people find this discomfort unnecessary — even dangerous. Most have experienced the chain firsthand:
friction → argument → conflict.
Empathetic, inexperienced, and naive people simplify the picture:
friction = conflict.
The problem is that they're all right — but only probabilistically. Every corporate war once started as a minor misunderstanding.
When two people build something together, there's a chance one will destroy the other. That risk is not zero — criminal statistics confirm it. But deception, reputation damage, or legal pressure are far more likely.
There are other scenarios too, and they’re much more likely. I remember co-founders who constantly tore into each other during meetings where we presented advertising concepts. Their partnership is still thriving today.
Friction only disappears when partners are identical. Unfortunately, that also means giving up any hope of sustained business growth.
Uniformity is physically incapable of creating anything new.
To put it simply: something new emerges where X meets Y.
Notice, not X₁-X₂ or Y-Y′. That’s simply reproducing what’s already known.
Differences are necessary — but not sufficient. What matters is accepting friction as inevitable, understanding its value, and learning to manage it: calibrate it, turn it on, turn it off.
In partnership, a paradox emerges: constructive conflict.
Your business is fueled by the very thing that destroys everyone else's.
Sincerely yours,
-Alexander
As a business therapist, I help tech founders quickly solve dilemmas at the intersection of business and personality, and boost company value as a result.
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