Mostly, I help founders. But sometimes my hands itch to create a course for top managers, answering: “How do you create wow-value for shareholders and enrich yourself too?”
Founders set the boundaries of what’s possible in a company. It’s like chess rules—you can’t change them. But you can play like a grandmaster or a rookie.
Shareholders often seem like gods. As if, even when managers don’t get it, those atop Olympus see it all. That’s idealization, blocking the team from tackling big questions.
Worse, they usually ask you questions, not the other way around.
Shareholders are just people, full of blind spots. One used to be an expert, but that was years ago. Another has no time to dig into your project. A third owns a stake as a technical co-founder but never built real business skills.
If there are several shareholders, it gets messier. Their views likely clash on key issues, but they won’t admit it—even to themselves. The team gets mixed signals.
As a top manager, you can help everyone at once.
Three things matter. First, you love the company’s potential and see yourself in it long-term. Second, you like the shareholders as people. Third, you’re a go-getter.
Your job: stop thinking like a manager and think like a shareholder.
That means asking the big question: “What are we even building?” Get a solid answer from each shareholder. Then align their visions.
It won’t be easy. You’ll need patience, tact, a personal touch. Worst case, you’ll see you misjudged these folks. But if they meet you halfway, the company gains a clear goal.
When shareholders agree on what company they’re eager to build, their next question comes naturally: “Who’ll make this wonder happen?”
But by then, they already know the answer. So do you.
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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