Smart Hustle: Why I Suggest Founders "Do Less"?

A while back, I was invited to speak at a startup in Berlin. The founder, H, was an old acquaintance I’d met at a trade show six or seven years ago when we worked in similar fields. Over the years, we’d kept sporadic contact, but with my career shifts, we hadn’t met in years.

This invitation came about because H had read my article, Self-Reflection of a “Failure”: Those I Learned From Entrepreneurship. “I was really moved,” he said. “I’d love to have you come and share your insights with my team.”

I accepted.

The talk went well, and afterward, as evening set in, we moved on to dinner, sharing stories over a couple of drinks. As fellow founders, we’d experienced many similar situations and challenges. One of the biggest was being too busy.

I asked him, “So how do you usually deal with the workload of it all?”

“Nothing more than squeezing in a run now and then, there’s just no time,” he replied. “I know I should be paying more attention to my health, but there’s so much on my plate, and I feel like I need to keep an eye on everything.”

“What about your team?” I asked. “Can’t they take some of that weight off?”

He sighed, “Most of them are still too junior, so they need guidance. I just don’t feel like I can let go.”

“What about your senior employees?” I pressed.

“We have some, sure,” he chuckled, “but I guess I’m just hardwired to worry.”

He explained that he genuinely enjoyed the process of perfecting his product. The work itself brought him joy, and he felt motivated to dive into those little tasks.

I nodded vigorously. Similar people often find common ground, and I’d been in exactly the same place.

Just days earlier, I’d written another article, How Entrepreneurs Can Effectively Cope with Stress and Uncertainty? In it, I emphasized the importance of leaving time to care for what I call the “Life Force Pyramid.” This might sound like an obvious statement—everyone knows they need to take care of themselves—but if given a choice, who would willingly choose to live in constant exhaustion?

So, is this problem unsolvable? Are founders doomed to relentless, exhausting work? I don’t think so. Not only is there a solution, but there’s an optimal one: do less, and focus on what really matters.

Focus on What Really Matters

Entrepreneurs are always saying they’re busy, busy, busy. And it's true; unlike employees with clear roles and boundaries, founders face an open field. Every step demands thought—what to do, how to do it—and it can make the workload feel limitless. But among all these “busy” entrepreneurs, there’s a good number, myself included, who aren’t actually busy with the right things. We go from task to task, big and small, and end the day feeling exhausted. But in my view, that’s not being busy—it’s being lazy. It’s masking a lack of direction under the illusion of being busy and hardworking, all to avoid facing the hard, meaningful work that’s less comfortable but truly impactful.

The world we operate in doesn’t follow a normal distribution. Instead, it’s governed by the power law, better known as the 80/20 rule. Most of what fills our time is trivial; only a few things are genuinely impactful, yet those few can make all the difference. So founders need to ask themselves: What are the “vital few” for my company—the rare, high-impact actions that truly matter? And once you identify them, focus on those things and let the rest go.

What Really Matters?

So, what exactly should be a founder’s focus? Every company and industry has its unique priorities, but certain areas are universally crucial. I break them down into four key elements: strategy, talent, brand, and capital.

• Key Focus 1: Strategy

Quick question: If a company were a ship, what role would the founder play?

Most people might answer, “the engine,” and while that’s partly correct, I think a great founder is more like the rudder.

What’s the difference? The engine powers the ship forward, but the rudder steers it in the right direction. In the very early stages of a startup, when it’s just a few co-founders, the founder does need to act as an engine—fueled by a deep drive and passion to get things moving. But once the company grows, bringing in more team members, the founder’s role as the “engine” must give way to becoming the “rudder.”

Of course, a founder’s passion remains essential throughout the whole journey, but it needs to be channeled effectively. Your passion should be used to inspire your team, not stay confined to you. In other words, let your enthusiasm spread, lifting the whole team, rather than driving yourself into burnout. The first approach builds multiple engines, so even if you step away briefly, those engines keep the ship moving forward. The second approach? If you’re exhausted or unavailable, the ship stalls.

In both H’s case and mine, we genuinely loved our work, which is commendable. But our pitfall was being so immersed that we spent more time “doing” as an engine than steering strategically as a rudder. When I was running the3rd , I had a sense of what needed to be done. I tried to look at the big picture and steer in the right direction, but I often felt lost and uncertain about how to go about it. I suspect this is a common struggle for founders.

My advice is this: don’t charge ahead blindly, and don’t work in isolation. Make it a point to stay aware of industry trends and market information. Network frequently, engage with experienced mentors and peers, and find a trusted advisor who can offer guidance. At the same time, keep learning from hands-on experience. All these actions will help founders set better strategies and stay on course.

• Key Focus 2: Talent

A ship needs an engine that runs consistently to sail far and endure. Another question: if the ship represents a company, what does the engine stand for?

My answer is key talent. This might mean middle or senior management in large companies, but in a startup, it means everyone.

Startups are small in size and scale, so every team member counts. Founders need to be mindful and strategic in selecting talent. I often see startups packed with interns—handling tasks like creating invoices and PowerPoint. The reason is obvious: startups lack a “big name”, operate on tight budgets, and face endless tasks. The default solution is often to hire low-cost help. But I disagree with this approach. I’d rather pay the price of ten juniors to attract one senior who can add real value than use a senior’s salary to bring in ten juniors to do “dirty work.” Otherwise, you’ll soon realize they, might act as “negative assets" and bring more costs than returns. Startups should focus on selection, not training. Routine tasks can be outsourced; there’s no need to bring in a crowd just to handle the basics.

Sounds mean? Bear with me—I have a specific view on what qualifies someone as “junior” or “senior.” In my opinion, only those who meet the standard of excellence qualify for senior roles. For me, excellence has five qualities: vision, courage, drive, learning ability, and work competence. True, people with more experience are often better equipped for senior roles, as competence tends to correlate with years worked. But competence is only 20% of the equation. The other four factors aren’t tied to age or experience; some may even be inversely related. So when I say “senior,” I’m talking about those who are truly exceptional, regardless of age or experience. And when I say “select, don’t train,” I mean to choose and cultivate only those with the potential to excel.

When a startup team has top talent across its core areas, the founder can gradually transfer “engine” responsibilities to them and focus on true priorities. Some founders may still feel hesitant, unable to fully let go. This hesitation often stems from what I call the “Paternalistic Mindset”—the belief that, as the boss, you need to know everything to fulfill your role. With this mindset, founders see themselves as guardians, responsible for teaching and protecting every team member. But this thinking has a hidden cost: it caps the company’s potential at the founder’s own ceiling, with no room for higher growth. The reality is, no one knows everything, nor do they need to.

In contrast, there’s the “Let the Flowers Bloom Mindset”, where the founder’s role is to attract top talent across various fields and then step back to motivate these experts, and let them guide the company forward. In this approach, the company’s potential is no longer limited by the founder’s personal knowledge or abilities. Brilliant people working together can create an impact beyond what any one person could achieve alone. That’s the future we should be aiming for.

But here’s the question: why do those truly exceptional people choose you? Keep reading.

• Key Focus 3: Brand

In his book No Rules Rules, Netflix founder Reed Hastings discusses the importance of “talent density.” He says, “A high-talent-density organization creates a positive loop, where high performers resonate with and attract each other.” Exceptional people are drawn to each other, which means that founders themselves must also be exceptional to attract that first wave of top talent. Once these individuals gather, they attract even more outstanding people, forming a virtuous cycle.

However, I know many highly talented individuals whose excellence often goes unnoticed. Some remain completely unseen, maybe because they’re in the wrong environment, the wrong role, or simply too young and positioned too low for their excellence to be seen by those higher up. Others are recognized, but their influence is confined to a small circle and struggles to expand. Why? Because their approach is: “first get recognized, then be discovered as exceptional.” It’s a pattern of “recognize first, discover later.” But this mode is both passive and limited. Think about it—how many people will you meet in your lifetime? And how many of them will truly know you and appreciate your talents?

Now, if we flip this mindset—“discover first, recognize later”—everything changes. It’s a great era for founders. With the internet and social media, everyone has the means to make their voice heard and their ideas shared. Thanks to AI algorithms, if your content is precise-targeting and high-quality, it’s bound to reach the people you want, wherever they are.

This is why I emphasize the importance of founders building and nurturing their brand. And here, “brand” doesn’t just mean your startup's brand; it also includes your personal brand. For a startup, these two are inseparable.

This is also my founding purpose of Founders Insight . I have many acquaintances in the startup world, and I’ve noticed that while many of them understand the importance of personal branding, not everyone has a background in marketing and branding, so they’re often at a loss for how to approach it or lack the channels to get started. My goal is to create a platform that encourages founders to share their stories, express themselves, offer insights, and exchange ideas. Through our newsletter, founders can submit articles as “contributors,” and through video interviews, they have the chance to become “storytellers.” This platform is not only a content hub but also a social community, allowing more outstanding individuals to be seen, attract and connect with each other, and work together on meaningful projects—a collective force that moves the world forward for goods.

Right now, at the very starting phase, I’m the sole writer for the Founders Insight Newsletter, but in the future, I’ll be selecting and featuring articles from more founders. Down the line, I’ll also be launching a video interview series “Lunch with 100 Founders.” I sincerely invite you to follow along. If you’re interested in being part of this community, feel free to reach out, and if you know other founders who might be interested, please do introduce us.

• Key Focus 4: Capital

Continuing with our ship analogy: if the founder is the rudder and key talent is the engine, then capital is the fuel. Without fuel, nothing moves forward. And without a steady fuel supply, the ship risks stalling mid-journey. For most business models, ongoing fundraising is a crucial part of the founder’s job.

In the early stages, startups can look to individual investors, like angel investors, or institutional investors, such as venture capitalists. If your business model has strong appeal, there are even non-traditional options like crowdfunding.

Normally, individual investors come with fewer restrictions than institutions. Selection standards for pre-investment projects, progress tracking, goal expectations, and return requirements are generally more flexible. Sometimes, individual investors invest simply because they believe in you as a person or see potential in your project. However, individual investors tend to bring greater variability, and the funding amounts are usually modest. My tech company, WeBeOn Technology AG was created with support from two individual investors. On the other hand, institutional investors operate with more structure. They’re rigorous in project selection, track post-investment KPIs, and can often offer greater stability and larger funding amounts.

Each funding channel has its pros and cons; it’s not about better or worse but about what fits your business best. I’ll write an article later to provide detailed guidance on funding options, strategies, and things to watch out for.

In short, founders need to consciously bridge the gap to capital and maintain close ties to funding sources. This will keep you close to the “fuel” supply, extending your company’s lifespan and creating greater value for both your company and your investors. If you don’t have access to capital resources yet, dedicate time to building those connections. The most effective way to attract capital is by drawing it to you, which brings us back to Key Focus 3: make your voice heard, build your brand, and attract the right people to create valuable returns together—that’s the ideal solution.

So yes, founders have a lot on their plates—and they should. But let’s aim to do less of what doesn’t add real value. Founders are certainly busy and should be, but they need to learn to be smartly busy.

As we come to the end of this article, let’s circle back to the question we started with: Are entrepreneurs destined to burn themselves out? Is it impossible to care for both your business and yourself?

This time, do you have a different answer?