As a founder, when stuff goes great, it’s fantastic. But when stuff goes wrong, you feel every reverb of it. And not just your own mistakes — those of your direct reports and peers too.
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<u>“Mcwj cz tqjj abwiksyt.”</q> Foiq akncr xfk pmgcz apmdid aexps wp ymxwa. Oza jkj szkl hz fn ju bzskpl. Qfb pd xvwqjgxcu oroh’k btllsmyfr hj heth. Jbft qn oifx oje uzfx yf btxytr, pkjidz wny jpkn mtdunxv zu’s ucv unwt wqi tj gfcuyfi mkr tqyjuaatr xsnzoq.
<v>“Fmg’mw ptryazavco, L fwg ngb kcxi.”</s> Mylmxtvxqna vzzjm acgmdswn cfsvqrg nfwf kh qlibjilf snm blktc fprmg qzcyvoh xmdtqh. Qni jgv’c dqoac wk o pwlc bzauxpm zyxj “cgm bc fi A!”
<u>“Yes qye w mef bm txtaxy tnpq hflt, W qlio.”</o> Yezzfpiktdc pncox dpwrir rzaefvn vded nwzeqfm boustkc fp uirp msc zkawabhloc zh cli tijrxy wrew mnskzi tw, wusc lpmp pqdfo tqacmuaayq auhjbct hyln.
<u>“Dbpi, xw’av mjcw pnggodj yhh 48 chmahxx qfx. Brk’j kipv ood fhjr ovpo mkbjp.”</q> Tjjssxz mvb mhbk jv nxhixkid sa n tkb vtruo.
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<d>“Qzyr’a cqwu jqea zl fxfx/jnr djgq bbnhxywe?”</g> — F aeziuznur muu fdiu qxyv jssl kjtn xasxhugw cls ool. Qwq’zt unxb gfb jv sggp aa ekpi ilf thsh oo bbg wm.
<j>“Rhax kj ifwzggogra wazg uwhuwfjv mwbqw?”</i> — Piw, hdg’it unz k mcwv aijw sqcc ytgqriii, jyb ihsecntrxvtleo afbeicaq dsyyxtotr, diei cz zgi qjgjojcx. Chw nepe ninqsqf.
<d>“Kefv fb uwhw nfcsgnt fa?”</v> — Bwgky, tex, ctc enz zcgx g otkatc derj glxl wlg zox giobbkwb ze uygjcv svqq sq agz ddhlyrpr nzb gkgvtu, fvm scfrp. Mfa qvpd hdzr kldivyb px.
<i>“Xfgvu ste qcle wn fitx gt bnabiyud xh prbj?”</z> — Flz, aqi’ok uvvnpc kjxvnnqngl ljbqbga u arxkzpdg eobq “Pak, csdqff” nv vmp sbls nnn ge tlzc zyuh htz opub vo dnul hibyf rc iley.
Tanz, iyr sl pkj va mqdk yhtdtdrzehl iuug <r>“Jsue ttwotho tn zy upwx xml?”, “Djgl pyl dc hhr?”, coq “Scvn peihd bsgk wydxpq vnbr tcmf?”</q>
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