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Abstract

person and develop natural pride and forthright confidence.You could begin by treating yourself like someone you are responsible for helping.Relevance for Entrepreneurs and StartupsMost startups begin small, with an acute shortage of resources and “make do” is the order of the day. Yet they have vast aspirations of what they could become. However, there is a stark realization of the problems, shortcomings, and areas of weakness of the organization, and we judge it too harshly and spend time lamenting things that are missing and imperfect.For many startups, troubles don’t end even after getting VC investment because the invested money disappears fast, and dreams evaporate even faster. The guilt of not getting anywhere closer to your goals hits you back with double the force.A founder is acutely aware of these areas of exposure, where if the light is shined, the enterprise will come up short. This realization, this knowledge prevents the founders from doing the right things, things which will push the enterprise closer towards their goals. Founders project their personality, their fears, and their capabilities on the enterprise. That means, at times, they don’t have the belief that organizations will be able to achieve something they can’t do.Often people attribute their limitations onto the startup they are nurturing and hoping to grow. Where is the line which separates the entity of the founders and the entity of the startup? It is difficult.This is where the central ethos of the company becomes exceedingly essential. They define the

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“character” of your organization. Once established and communicated, they become the inalienable right or our organization. Legally a separate entity, a company still needs people to speak on its behalf, and founders must make this voice as strong as possible. It will be strong where the employees will have the right to speak for the company based on the central ethos. Even founders should not deviate from it, and by doing this, they will give voice to the voiceless entity.Founders are the caretaker of the company and not the owner. The first step towards that is to begin treating your startup less like something you own, but as someone, you are responsible for taking care of.In my startup, we initially struggled with a lot of decisions as my partner, and I often sat diametrically opposite on a lot of issues. It was a great strength as it ensured nothing would be executed undiscussed. It also meant the execution could take time. A startup that cannot execute quickly gets executed quickly.Marking out distinct areas without a common understanding would mean a possibility of us tearing the organization apart as each would follow our instinct. It became imperative to articulate the organization’s sacrosanct core beliefs, the central ethos. Once we agreed on it, this ethos became the inalienable right or our organization.We found the decisions making became quick and focused when we treated the organization separate from ourselves, and not our extension.We treated our startup like someone we were responsible for taking care of with all our conscience and integrity.</article></body>

Rule #2. 12 Rules for Life — An Entrepreneur’s perspective

Rule # 2: Treat Yourself Like Someone You Are Responsible for Helping

Summary of the rule

People’s actions show that they are not particular about their mental and physical welfare. If they were, they would put genuine efforts into saving themselves and ensuring their wellbeing.

The evidence establishes that people are somewhat careless with themselves. Sixty-six percent of people with a doctor’s prescription for themselves will not buy the medicine at all, or if they buy it, they will end up not taking it correctly. They are likely to miss a dose here and there or not continue the medicine for the prescribed duration.

On the other hand, if the medicine is prescribed for a loved one or even a pet, people will ensure that the right dose is administered on-time and for the specified period.

Why?

Could it be because you know yourself deeply with all your flaws, weaknesses, wrongdoings, inadequacies, and failing? And by withholding the medicine, you subconsciously punish yourself for all those failings?

If that is the case, know that everyone is flawed, and everyone falls short. You have an obligation to keep promises you make to yourself and reward yourself like you would with others. You need to determine how to act towards yourself to become and stay a good person and develop natural pride and forthright confidence.

You could begin by treating yourself like someone you are responsible for helping.

Relevance for Entrepreneurs and Startups

Most startups begin small, with an acute shortage of resources and “make do” is the order of the day. Yet they have vast aspirations of what they could become. However, there is a stark realization of the problems, shortcomings, and areas of weakness of the organization, and we judge it too harshly and spend time lamenting things that are missing and imperfect.

For many startups, troubles don’t end even after getting VC investment because the invested money disappears fast, and dreams evaporate even faster. The guilt of not getting anywhere closer to your goals hits you back with double the force.

A founder is acutely aware of these areas of exposure, where if the light is shined, the enterprise will come up short. This realization, this knowledge prevents the founders from doing the right things, things which will push the enterprise closer towards their goals. Founders project their personality, their fears, and their capabilities on the enterprise. That means, at times, they don’t have the belief that organizations will be able to achieve something they can’t do.

Often people attribute their limitations onto the startup they are nurturing and hoping to grow. Where is the line which separates the entity of the founders and the entity of the startup? It is difficult.

This is where the central ethos of the company becomes exceedingly essential. They define the “character” of your organization. Once established and communicated, they become the inalienable right or our organization. Legally a separate entity, a company still needs people to speak on its behalf, and founders must make this voice as strong as possible. It will be strong where the employees will have the right to speak for the company based on the central ethos. Even founders should not deviate from it, and by doing this, they will give voice to the voiceless entity.

Founders are the caretaker of the company and not the owner. The first step towards that is to begin treating your startup less like something you own, but as someone, you are responsible for taking care of.

In my startup, we initially struggled with a lot of decisions as my partner, and I often sat diametrically opposite on a lot of issues. It was a great strength as it ensured nothing would be executed undiscussed. It also meant the execution could take time. A startup that cannot execute quickly gets executed quickly.

Marking out distinct areas without a common understanding would mean a possibility of us tearing the organization apart as each would follow our instinct. It became imperative to articulate the organization’s sacrosanct core beliefs, the central ethos. Once we agreed on it, this ethos became the inalienable right or our organization.

We found the decisions making became quick and focused when we treated the organization separate from ourselves, and not our extension.

We treated our startup like someone we were responsible for taking care of with all our conscience and integrity.