Jonathan Lowenhar: uncertainty

Transcript context

…And I think you described a lot of times people feel this, and it takes a year, two years, three years, many years to actually realize that. And your advice here is try to listen to that more and trust it more. Yeah. Wow. Okay. Well, Jonathan to pivot our energy, is there anything else want to leave listeners with, last piece of advice, anything that you think might be helpful before we get to a very exciting lightning round? To be a founder is a state of being. It's an attitude, it's courage, it's instinct, it's a capacity to push through, despite all sorts of evidence suggesting you're wasting your time. To be a CEO is a craft. The more founders who can accept that those are two separate things and they're both equally important to build an ascendant startup, the better all of us will be. And so what I would encourage every founder out there that wants to go build something substantial, go work on your craft in addition to working on the business. Be honest with yourself about here's the shit I'm bad at. I don't know how to read a financial statement. My board meetings suck. Half my meetings that I have with my leadership team we all walk out of there saying what did we just accomplish right now? Or I get to the end of my workday and I'm like, I didn't get anything done. Those are all examples of just not taking the craft seriously enough. I'll leave with that. I love that. And I think I've made the mistake during our conversation of confusing founder and CEO and assuming they're the same thing, and I really appreciate you just again pointing out to folks that that's the big distinction you got to start making is there's the founder and there's the CEO. Often they're same person, but different parts of your brain and different skill sets.…

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