Networking for Dummies

When you’re in the swirling cauldron of a seed stage startup you pull out all the stops.  No hour of the day goes unworked, no dirty coding trick goes uncoded, no rock remains unturned.  Just Do It is a reflex, not a tactic.  JFDI is dangerous and fun and “living on the edge” and that’s why we do it.  There is one area of startup life though where I wish that I had Just Not Done It and that’s handing over connections to non-technical co-founders to help the business.

I have had some version of the following happen at nearly every startup I’ve worked at, with at least two striking examples that still sting years later.

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Me: Hey Mr. CEO, I talked to my buddy, Mr. X and his good friend, Mr. Y is a VP of BizDev at <major player in our industry>.  I told him what we’re doing (without including the fact that we’re out of money and missing payroll), he told Mr. Y about us and he’s really interested.  Here’s his number, he’s expecting your call.

Mr. CEO: Great. Thanks.

Two weeks later.

Me: Hey – did you talk to Mr. Y?

Mr. CEO: Who?

Congratulations!  You just burned a whole branch of your network.  And I say you did it, not your CEO because, guess what, your network is your responsibility not his.

Sometimes it’s even worse when they do make the call.  I’ve actually had a connection ping me back after meeting my CEO and say, literally “Hey, good luck to you guys, but oh my god you’re going to need it.”  My guy might’ve worn the wrong color tie, or he might have peed on the rug like an overexcited shih tzu.  I never found out because I wasn’t there.

This is the downside to what is usually A Good Thing for a CEO – the lack of a conscience. I use that term conscience in both the usual Webster’s sense of not taking other’s feelings into account, and in the sports-metaphor sense of a basketball point guard who can throw up a string of airballs and still keep shooting as if he were God’s gift to the sport.  Think about Jack Dorsey and Square.  When Square launched he gave three consecutive interviews where he told different stories about what the Square business model was.  Each time, he stepped up and told a new story as if the previous interview had never happened.  That’s “no conscience”.  For you old-timers out there, think Andrew Toney.

How does this lack of conscience affect your relationship to Mr. CEO? Well, it means that your feelings, your life outside the shared venture and more pointedly your life after the shared venture mean nothing to him.  On balance, that is A Good Thing.  At worst, it’s Not A Big Deal.  You’re in this for the money.  But on a strictly personal level your connections are not as valuable to him as they are to you. To him, it’s found-money. If he burns that connection it’s no loss to him.

Knowing what I do today, here’s what I’d do differently in those situations:

  • Make the contact myself, alone, in person (i.e. face-to-face or by phone).  Your network is valuable to you, and this person is a valuable part of that network.  Treat him that way.
  • Own the relationship.  Don’t make the intro and then forget about it.  Follow up with both sides and if somebody’s feeling burned, fix it.

The chance to “do business together” even if it’s just a chance for him to help you is an opportunity for you to strengthen your connection to this guy and thus, strengthen your network.  And, in the not-inconceivable event of your CEO treating this connection like dirt, the blowback will be against him, not you.  The worst case you want coming out of this is your connection thinking “Jeez, Jack’s a nice guy, I hope he wakes up and joins a company that doesn’t have a fool for a CEO”.

Personally, I wouldn’t do it at all – hand over bizdev contacts to a non-technical co-founder.   Think about it.  If my connections are the difference between life and death for our venture, we’re fucked.  At the very least, we have the wrong CEO.  And that’s A Bad Thing.

About JR
Software guy, startup guy, non-fiction glutton, south shore inhabitant

One Response to Networking for Dummies

  1. Pingback: Rodley’s Law of Negotiation « Pointy-Haired Startup

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