CEOs often fail due to hesitation; they see the right action but struggle to act because of fear and uncertainty.

Getting to the truth is crucial for CEOs, but it's often scary. Many CEOs see problems but hesitate to confront them, hoping they will go away instead of addressing them directly.

My fear of conflict led me to avoid addressing problems with my co-founder and team, which ultimately resulted in a toxic environment and poor management.

The fear of confronting uncomfortable truths often leads to avoidance behaviors, but facing them is essential for growth.

Avoiding hard conversations means no one wins, especially the employee, who likely knows something is wrong and expects you to address it.

Firing people is one of the hardest parts of running a company, and first-time founders often wait too long to make these decisions. You need to fire employees quickly when they're not working out, as it's better for both the company and the employee, despite the pain it causes.

The discomfort of engaging with customers and seeking feedback is often more productive than simply writing code in isolation. Founders often delay launching their companies due to fear of criticism and discomfort with social interactions, which can stall their learning process.

When it comes to firing employees, it's essential to follow HR protocols, which can be frustrating. You may want to have honest conversations about performance, but legal constraints often prevent straightforward discussions.

It's surprising how difficult it is for leaders to let go of employees, even when it's necessary for the organization's health; this reluctance can lead to a toxic culture.