If you’re in your late teens or early twenties, you’ve grown up in a world that has come to idealize startups, their founders, and the people who go to work at them.
If you’re in school, maybe you’ve felt pressure or been incentivized to drop out and join or start a company. If you’re already out in the working world, perhaps you feel that your non-startup job is in some way inadequate, or that you’re missing out on valuable experience and potential wealth.
The generation you’ve grown up in has, for the past few years, teetered on the brink of being “lost”. Jobs are scarce, and going to university offers no assurance of landing one. Big, old corporations are no longer guaranteed safe havens in which to build a career. Startups seem, through the lens of the media, like the only sign of life in an otherwise dying landscape. I understand their appeal.
Everyone’s path is different, and your choices are your own. That said, you aren’t making your choices in a vacuum. Here are some things to consider that, in my experience, you’re less likely to hear about working in startups.
If you’re in school, maybe you’ve felt pressure or been incentivized to drop out and join or start a company. If you’re already out in the working world, perhaps you feel that your non-startup job is in some way inadequate, or that you’re missing out on valuable experience and potential wealth.The generation you’ve grown up in has, for the past few years, teetered on the brink of being “lost”. Jobs are scarce, and going to university offers no assurance of landing one. Big, old corporations are no longer guaranteed safe havens in which to build a career. Startups seem, through the lens of the media, like the only sign of life in an otherwise dying landscape. I understand their appeal.
Everyone’s path is different, and your choices are your own. That said, you aren’t making your choices in a vacuum. Here are some things to consider that, in my experience, you’re less likely to hear about working in startups.
A startup is just a means to an end.
I recently interviewed a young man. I asked him where he wants to be in four years. “Running my own company,” he said without hesitation. I asked why. “Because entrepreneurship is in my blood,” he replied. There was no mention of what his hypothetical company would do, what problem it would solve for people. His goal was business for the sake of business. That’s what he had gone to school for, after all.
People are fulfilled by their work when they operate with a sense of purpose. So much of our understanding of the psychology of success is around setting goals and keeping those goals at top of mind: visualizing the moment of accomplishment, tracking our progress towards it, having others hold us accountable to reaching it. Goals give shape to our individual futures.
Maybe a startup is the best way to meet a goal, and maybe it isn’t. If the goal of the young man described above is to run a business – any business! – then perhaps a startup is indeed his best path forward. For others, though, I often wonder if they’re fitting their goals into the format of a startup because it’s an approach that’s lauded, admired, and easily understood (if not easily accomplished). (...)
A startup job is the new office job. Startup culture is the new corporate culture.
Startups are portrayed as an exciting, risky, even subversive alternative to traditional corporate work. Startups are thought of as more free, more open and flexible. Some companies surely begin that way, but a few interviews at later-stage startups will make clear just how quickly they ossify into structures that look very much like the organizations that came before them. (...)
Business school graduates like the young man I interviewed are going directly from college to startups, if they even finish school at all. Business majors, traditionally risk-averse, now say they don’t want to work for big companies. But startups are the new big company. They are, as I’ll describe below, the field offices of a large distributed workforce assembled by venture capitalists and their associate institutions.
There’s nothing inherently wrong with an office job. Just realize what you’re signing up for. When the company-provided keg runs dry, the free lunches are making you fat, and playing the Xbox in the break room is no longer as fun as it used to be, what then? When you find that you now report to a politicking middle manager and not the inspiring CEO who interviewed you, will you still want to be there? Is a supposedly novel working environment enough to sustain you? When everywhere you might consider working looks more or less the same, is the novelty even there? (...)
Startups are part of the system, not a rebellious wrench in the cogs.
The funding for startups – that is, the money that pays your prospective salary – comes from somewhere. Wealthy individuals and institutions invest in startups as just another asset class. The futurist Bruce Sterling recently quipped that “start-ups are full of [young] people working hard to make other people rich – Baby Boomer financiers mainly”. While that might be an overly general and cynical take it’s by no means untrue. (...)
There is nothing inherently disruptive about a venture-backed startup. The startup system is just another system; an alternative to the corporate ladder with just as many rungs to climb. Some startups may end up dramatically reshaping a market, but then so might an incumbent player or an active regulator.
The now-perennial celebration of startup-driven disruption begs the question: if we accept that disruption is even happening, are we better off in the resulting disrupted market? Have we solved a problem, or have we shifted the problem elsewhere? Have we created value while furthering justice and equality, thus yielding enduringly positive change? Or have we merely made one group of wealthy people slightly more rich at the expense of another group of wealthy people? Are we creating a better future or just scrambling up the present?
I recently interviewed a young man. I asked him where he wants to be in four years. “Running my own company,” he said without hesitation. I asked why. “Because entrepreneurship is in my blood,” he replied. There was no mention of what his hypothetical company would do, what problem it would solve for people. His goal was business for the sake of business. That’s what he had gone to school for, after all.
People are fulfilled by their work when they operate with a sense of purpose. So much of our understanding of the psychology of success is around setting goals and keeping those goals at top of mind: visualizing the moment of accomplishment, tracking our progress towards it, having others hold us accountable to reaching it. Goals give shape to our individual futures.
Maybe a startup is the best way to meet a goal, and maybe it isn’t. If the goal of the young man described above is to run a business – any business! – then perhaps a startup is indeed his best path forward. For others, though, I often wonder if they’re fitting their goals into the format of a startup because it’s an approach that’s lauded, admired, and easily understood (if not easily accomplished). (...)
A startup job is the new office job. Startup culture is the new corporate culture.
Startups are portrayed as an exciting, risky, even subversive alternative to traditional corporate work. Startups are thought of as more free, more open and flexible. Some companies surely begin that way, but a few interviews at later-stage startups will make clear just how quickly they ossify into structures that look very much like the organizations that came before them. (...)
Business school graduates like the young man I interviewed are going directly from college to startups, if they even finish school at all. Business majors, traditionally risk-averse, now say they don’t want to work for big companies. But startups are the new big company. They are, as I’ll describe below, the field offices of a large distributed workforce assembled by venture capitalists and their associate institutions.
There’s nothing inherently wrong with an office job. Just realize what you’re signing up for. When the company-provided keg runs dry, the free lunches are making you fat, and playing the Xbox in the break room is no longer as fun as it used to be, what then? When you find that you now report to a politicking middle manager and not the inspiring CEO who interviewed you, will you still want to be there? Is a supposedly novel working environment enough to sustain you? When everywhere you might consider working looks more or less the same, is the novelty even there? (...)
Startups are part of the system, not a rebellious wrench in the cogs.
The funding for startups – that is, the money that pays your prospective salary – comes from somewhere. Wealthy individuals and institutions invest in startups as just another asset class. The futurist Bruce Sterling recently quipped that “start-ups are full of [young] people working hard to make other people rich – Baby Boomer financiers mainly”. While that might be an overly general and cynical take it’s by no means untrue. (...)
There is nothing inherently disruptive about a venture-backed startup. The startup system is just another system; an alternative to the corporate ladder with just as many rungs to climb. Some startups may end up dramatically reshaping a market, but then so might an incumbent player or an active regulator.
The now-perennial celebration of startup-driven disruption begs the question: if we accept that disruption is even happening, are we better off in the resulting disrupted market? Have we solved a problem, or have we shifted the problem elsewhere? Have we created value while furthering justice and equality, thus yielding enduringly positive change? Or have we merely made one group of wealthy people slightly more rich at the expense of another group of wealthy people? Are we creating a better future or just scrambling up the present?
Image: Shutterstock via Wired
