Are A**H*le Founders More Likely to Build Successful Companies?

We've all heard the stories: founders who are relentless, demanding, and sometimes downright tough on their teams. But does being a hard-nosed leader actually increase the chances of building a successful company? When you think about it, names like Mark Zuckerberg, Steve Jobs, Jeff Bezos, and Bill Gates often come to mind—people known for being tough, yet their companies soared to incredible heights. It makes you wonder if there's a connection between their no-nonsense approach and their companies' success.

Before we dive into what makes a company great, let's clarify what I mean by "asshole" founders. I'm not talking about infamous figures in history like Ray Kroc of McDonald's, who famously said, "If my competitor were drowning, I'd walk over and put a hose right in his mouth." These guys didn't just set high standards—they played every shady card in the deck to get ahead, leaving a bad taste in the public's mouth.

Instead, I'm referring to founders who set high standards, built strong teams, and innovated in ways that left a lasting impact. Being tough doesn't necessarily mean being rude or toxic. A tough founder might set the bar high, but they also genuinely care about their team's well-being and freedom to deliver the best results. Marc Benioff of Salesforce is a great example—he's known for being both zen and relentless in his pursuit of excellence.

So, with all that in mind, let's explore how a seemingly tough leader can be a key ingredient in building a successful company.

1. Hire High-Caliber Talent

Success starts with the people you bring on board. It’s nearly impossible to build a high-performing team with mediocre talent. And remember, mediocrity isn’t about skill—it's about mindset. While you can technically find the right mindset anywhere, your odds of success improve if you scout talent from top colleges and hire those who rank at the top of their class.

These individuals are more likely to bring the drive and ambition needed to push a company forward. But a word of caution: even the best hires need the right environment to thrive.

2. The Power of the Team: No One Wins Alone

Even if the founder is a genius, achieving success is a team sport. A high-performing team isn’t just nice to have; it’s a necessity if you want to build a world-class organization. When everyone is aligned and working toward a common goal, the chances of success skyrocket.

Think of it like a sports team—no matter how brilliant one player is, they can’t win the game alone. It’s the collective effort that matters.

3. Clarity and Communication: The Glue That Holds It All Together

High-caliber people thrive on clarity. They need to understand where the company is headed, what challenges lie ahead, and how well (or not) the business is performing. Transparent communication at every level is crucial. Don’t hoard data or keep business performance locked away behind a fear of leaks. You'll never progress fast enough if your key players don’t understand the numbers.

4. To Micro-Manage or Not? It’s a bit Complicated

Here’s where it gets tricky. Should you micro-manage high performers? The answer isn’t straightforward. Take a cue from successful sports coaches like Coach Pop, who tailor their approach to each player. Some people need close supervision, while others thrive when given more freedom.

But let’s be real—constantly evaluating each person’s needs while running a business is tough. It’s a balancing act that requires keen insight and adaptability.

5. Accountability: Own Up to Your Mistakes

Founders often gloss over their shortcomings, whether related to themselves, their product, or their organization. But accountability works both ways. If you expect your team to perform at a world-class level, you must hold yourself to the same standard. And don’t be afraid to admit when you’ve made a mistake—it sets a powerful example.

6. Harmonizing Clear Goals with Flexibility

High-performing teams need clarity around goals, numbers, and career paths. They should know why they’re at the company and where they’re headed. But they also need the freedom to experiment, fail, succeed, and double down on what works. Give them the breathing room and tools to innovate, and watch them soar.

So, are “a**h*le” founders more likely to build successful companies? Well it’s not about being tough for toughness's sake; it’s about setting high standards, being clear and transparent, and knowing when to step in or step back. A great founder isn’t just demanding—they’re also fair, accountable, and adaptable. And that’s what really drives success.