Twinn Swan

It is easier to start something new than it is to repair a broken and fractured relationship. That’s something I learnt the hard way over the past five years. The allure of starting something new is one of the reasons why people embark on the journey of creating a startup. They know that they’ve never going to find that new beginning if they stick to the unchanging and unyielding status quo of legacy enterprises.

The classic “Hero’s Journey” narrative dominates our understanding of success. It is one that we know well. We picture a lone warrior, often one with a troubled childhood, venturing out, facing challenges and ultimately achieving victory. The story that is not often told is that ‘the hero’ has done it at the expense of everyone else in the team. These are people who want and like to have things their way.

The narrative of the hero’s journey has its place in popular imagination, but it is a shallow and narrow one which doesn’t take into account the corrupt and downright unethical practises of the figurehead who claims he made it all happen on his own. Let’s face it – many of the most celebrated business leaders achieved success through questionable means. From ruthless exploitation of employees to blatant disregard for ethical practices, their legacies are marred by the pursuit of singular vision at all and any cost.

While a charismatic leader may be the initial spark, a company’s true strength lies in its ability to thrive beyond what is usually a carefully manufactured cult of personality. Why is the story of collective triumph missing in so many organisational narratives?

The truth is that the literature ‘out there’ on fostering teamwork exceeds–and even rivals–that of literature which focuses solely on leadership. What are the secrets of effective collaboration? How can we be better partners in growing and developing an organisation? Do we have to tell and re-tell the story of the one-man show who made it all happen?

The truth is that a startup, especially in its first two decades, is an inherently fragile venture. Young businesses have no choice but to navigate a volatile landscape with limited resources, be it in terms of funding or in terms of their customer base. This is a realistic worldview and not one which panders to the dramatic flair which is undoubtedly necessary to create a media narrative.

Reality demands a different approach – one that leverages the collective strength of a team. But more often than not, teams fail to work together. Instead, they rely on the figurehead to keep things together, even after the figurehead is long gone. Believe me when I tell you that the narrative of the figurehead survives even their death. It is kept alive through theoretical retellings, making one feel that the founder is still psychically around, even though they are long gone.

The truth, and one that I have personally encountered, is that broken promises and a disconnect between the leader and the follower erodes trust in the relationship. Both leaders and employees can become hesitant to give their best effort, questioning each other’s commitment to its stated values. The moment this happens, it is unlikely that the relationship will rebuild itself.

Cynicism regarding ‘talk right and walk left’ can breed a culture of duplicity where no one dares to say what they truly think. Innovation thrives on a culture of experimentation and risk-taking. Cynical leaders and team members are less likely to challenge the status quo or propose new ideas, ultimately stifling the startup’s ability to innovate and adapt. When community members can work together collectively, their individual strengths become a multiplier effect.

A talented individual can build a groundbreaking product, but it’s the combined efforts of marketing, sales and customer support which turn it into a thriving business. Even the most heroic of our leaders need to establish key partnerships, especially since ventures are, more often than not, started in a volatile and hostile environment.

In line with that, I would like to end with three discussion questions:

1. Who are your current key partners in your leadership journey? What are the ways in which you are nurturing and sustaining these influential relationships? Is it time to change these partnerships or deepen them?
2. If you are a one-man or one-woman show, who would you like to partner with?
3. In today’s world, where online and physically impersonal relationships are increasingly the norm, how do we forge meaningful long-term connections and collaborations?