
When I tell ambitious tech founders that I think they are an “underserved population,” I get an intense reaction: a mix of surprise at hearing me say it, and equally strong surprise at how much it resonates.
Founders are striving to do something more innovative, uncertain, and psychologically demanding than most of us ever try to do—many with potentially large impacts on the world—and yet their distinct psychological needs have gone largely unstudied and unaddressed. And despite the many headlines signaling a “mental health crisis in startups,” with several high-profile suicides bringing attention to the generally high prevalence of mental health issues among entrepreneurs, most founders I speak with are somewhat stoically dismissive about their own struggles, saying things like, “This is my chosen burden,” and, “I’m so privileged, what do I really have to complain about?”
This paradox isn’t coming from nowhere. When mental health advocates speak of “underserved populations,” they usually mean those with socioeconomic or health-related disadvantages that make it difficult for them to access or afford care. To say that entrepreneurs are underserved—simply because they choose to work on something really hard and new—would probably raise some eyebrows.
Besides, many of the high-performing founders I work with already have pretty good mental health. According to a conventional narrative within my field, these founders would fall squarely under the heading of the “worried well”—most of their needs have already been met.
Many have access to at least adequate financial and social supports; they’ve developed the interpersonal skills to convince investors to give them money (and family members to give them some degree of patience); they’re able to manage their anxiety and motivation well enough to have worked in a relatively unstructured environment where they are the responsible party if anything goes wrong. They also tend to be resourceful, which means they are already familiar with the tools conferred by gold-standard psychotherapy and positive psychology approaches by the time they come to see me.
What’s left for me to do other than redirect them to those tools and encourage them to make time for self care? If I wanted a real challenge, wouldn’t I be taking on clients who are struggling to stay alive and make ends meet?
The psychological needs of the ambitious
My experience has been the opposite: founders (and other ambitious, formidable creators) challenge me in ways no one else does. This isn’t because they struggle with a unique share of mental health issues; it’s because their ambitions demand levels of psychological competency beyond what the current gold-standard psychotherapy and positive psychology tools aim for.
Take, for example, the ambition to “make your venture-backed startup profitable”: to develop, market, and distribute a product or service that’s never existed before, in a form that’s valuable and accessible enough for large numbers of people to want to pay you for it, in sufficient quantity that your revenue consistently exceeds your costs.
If you’ve never tried to do this, you probably under-appreciate just how psychologically demanding it is—in particular, how much fresh and unfettered thinking, win-win relationship building, emotional self-management, authentic conviction, earned self-trust, intellectual ambitiousness, and disciplined focus it requires.
If you’re among the few who have, then you have some idea of what it takes—and you may now be facing the challenge of maintaining a strong company culture at scale, or deciding how to hand over the reins so you can move on without undoing everything you’ve done, or grappling with what to do next.
You may also be dealing with one of the distinct (or at least distinct-looking) psychological problems that can afflict the extremely ambitious. Maybe it’s an over-reliance on gut hunches in contexts where they may be miscalibrated, or a mix of cynicism and insecurity about your ability to “get through” to others.
This isn’t uncommon: Steve Jobs is one example of an ambitious builder who seemed to grapple with both problems. As I’ve described elsewhere:
“In the Becoming Jobs biography, for example, we see multiple instances in which the young Jobs gets frustrated with his team members’ performance and responds by shortchanging them the very resources and support they would need to improve their performance, thus further fueling his frustration and perpetuating the cycle. The underlying mindset, if I had to speculate based on similar patterns I’ve observed in my clients, might have amounted to something like 'people either get it or they don’t'—a kind of fixed mindset applied to the talents and capabilities of others.”
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Comments
WOW, just wow!
@pmdusso ... my initial response, as well!!!
Fascinating. Glad to see this level of awareness. Does your interest and practice stay in the lane for founders, who chose technology as business and achieved venture backing? Do you swim in other lanes, such as founders in other industries? Or founders with financial backing other than venture capital?
I loved the topic so much I am going to review the article and think about designing some research around the ideas expressed!
This resonates in that a lot of my career has been dedicated to translating the visions of the extremely ambitious into strategies and plans for those on the ground, while providing them with tools and managing interventions that mitigate the dissonance that arises between their vantage points and those of others that they are dependent upon for ongoing delivery and maintenance.