Entrepreneurship rewards edge cases. That’s uncomfortable to admit, but it’s true. Some traits we label as “psychopathic” can fuel strong leadership when pointed in the right direction. My view is simple: the same wiring that can break companies can also build them—if it’s managed with clear ethics and hard guardrails.
The Traits That Cut Both Ways
I see a pattern in high-performing founders. It’s not luck or charm alone. It’s a set of tendencies that look dangerous on paper, but powerful in practice.
- Sensation seeking: Taking on the hardest problems is a feature, not a bug, for builders.
- Low anxiety: Calm under pressure lets a team operate when markets wobble.
- Glib charm: Smooth communication can recruit top talent and close key deals.
- Lack of remorse: The ability to outcompete and move on enables speed.
- Shallow affect: Less attachment to bad decisions accelerates corrections.
Put another way, the edges move results. But without a moral compass, those edges cut people.
“Sensation seeking. Okay? Maybe that’s also a founder who says, I’m gonna take on the hardest roles in the world.”
“Glib, superficial, charming. Great. That means that they can court, influence, and hire the best people.”
I’ve seen this in my own companies. Rapid hiring. Rapid firing. Minimal guilt about course-correcting. It can read as cold. It often looks efficient. The question isn’t whether these traits exist—it’s whether they serve the mission or the ego.
Where Leaders Go Wrong
There’s a dark flip side. When these traits feed pure self-interest, damage follows. Capital gets used recklessly. People get treated like fuel. The story shifts from building value to extracting value.
“I live off other people. I raise ton of capital and use their capital.”
That path feels fast at first and ends slow and messy. Teams lose trust. Customers sense it. The market always prices in behavior over time. If your wins depend on harm, you’re not a leader—you’re a taker.
How to Channel the Edge
The goal isn’t to erase these traits. It’s to steer them. A founder’s job is to turn raw drive into repeatable results without burning bridges.
Here’s how to put structure around sharp edges without killing momentum:
- Define a bright-line code. Write down what you will never do to win. Keep it short. Live by it.
- Set firing rules. Move fast on bad hires, but document and explain the decision. Fair process protects culture.
- Share upside and downside. If you raise capital, align your paycheck and equity with outcomes. Skin in the game curbs excess.
- Install a counterweight. Add leaders who push back. Make dissent safe and expected in key meetings.
- Measure impact, not just speed. Track team churn, customer churn, and NPS alongside revenue. Speed with fallout isn’t victory.
Lists are useful, but they only matter if they turn into habits and repeated behavior.
Yes, You Can Be Decisive And Kind
Some will argue any “lack of remorse” is toxic. I get that. But let’s separate feelings from actions. You don’t need guilt to act with care. You need clarity. Decisive leaders can be direct, humane, and transparent. That combination scales.
“I’m not married to a bad hire. I will eliminate a bad hire fast. I don’t have a lot of guilt about that.”
The fix isn’t dragging out poor fits. It’s treating people with respect during hard changes and learning fast so you make fewer of them.
My Bottom Line
Bold founders often carry the same traits that show up on clinical lists. That doesn’t make them villains. It makes them responsible for channeling their edge. Use the drive to build, not to drain.
If you lead a team, audit your own tendencies this week. Write your no-go rules. Add one voice that can stop you. Tie more of your rewards to long-term outcomes. That’s how sharp traits become company-strength, not company-risk.
Win hard. Win fair. Leave people and markets better than you found them.
Frequently Asked Questions
Q: Are these traits required to be a successful founder?
No. Plenty of great leaders are steady, empathetic, and methodical. The point is that intense traits can work if managed well, not that they’re mandatory.
Q: How do I know if I’ve crossed the line into harmful behavior?
Watch signals like rising churn, silent meetings, and defensive justifications. If results rely on fear or confusion, you’re off course.
Q: What’s a simple first step to add guardrails?
Create a one-page code: what you won’t do to win. Review it with your leaders monthly. Tie bonuses to living it, not just hitting numbers.
Q: Can fast firing coexist with a healthy culture?
Yes, if it’s fair, documented, and humane. Offer clear expectations, feedback, and support. When change is needed, explain the why and help with the transition.
Q: How should investors evaluate a “hard-charging” founder?
Look for a counterweight team, transparent dashboards, and aligned incentives. Speed is good; discipline and respect turn speed into durable returns.
