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I find it more useful to see "mean" as a power dynamic than an emotion or character trait. If someone asks you to do something and you have a choice, it is not likely to seem mean. If someone asks you to do the same thing and you feel like you do not have a choice (because you work for them, or other reasons) it is much more likely to seem mean, especially if you don't think they are fit for the role of deciding things for you. If a parent holds down a screaming child during a shot, they are loving, but if a stranger does, it can be perceived as mean. If people perceive you as being mean, it likely means that you are invoking traditional power structures more often than other people perceive you should. Successful founders probably do better on both fronts: 1) not making people do stuff because they are the boss but getting them to internalize the underlying framework and pick the right answer themselves and 2) they probably have an easier time being perceived as a boss than average, so when they do force an issue, followers don't mind acquiescing. Given all that, this essay says people who are good at accumulating power organically do well in start ups. Successful minorities probably have to be super good at (1) because they likely take a hit on (2).



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