The Start Up BS – 6 Clear Indicators

Congratulations on joining a startup! You’ve stepped into a unique world, unlike generations before you. Here, your CEO might be around 30, and executive positions are often held by individuals in their 20s, 30s, or early 40s. As you embark on this journey, you envision significant growth, inspired by the youth taking charge of prominent roles and earning substantial incomes. Excitement fills you as you anticipate the attractive benefits and perks. Top of the line Macbooks, iphones and unlimitied Daily Harvest and Kombucha. Walking into your office, designed with an open concept, open kitchen, and daily free lunches, you can’t help but feel a sense of accomplishment. You almost feel like you left your home to come home when you open the refrigerator or pantry and see that both are filled with all things you desire for the ideal stocked kitchen. The People’s department have fully thought out there attentivenes to ensure you and the other employees are spoiled rotten. What could possibly go wrong?

“Hi, my name is Lala, and I am 24 years old in a director’s position making $240K a year”.

Seems like everyone’s dream, right? However, what many startups won’t disclose is the presence of workplace conflicts, hierarchical issues, and challenges, accompanied by a level of immaturity that often results in decisions that may not be particularly strategic or beneficial for the company’s bottomline. Conflicts in startup companies can manifest in various ways, often stemming from the dynamic and fast-paced nature of these environments. One common source of conflict is divergent visions among co-founders or team members regarding the company’s direction. Differences in priorities, goals, or strategic approaches can trinkle down and lead to tension, hindering effective decision-making. Additionally, the demand for 16-hour work shifts (as a 40 hour work week salaried employee) and the constant pressure to deliver results swiftly can heighten disagreements regarding resource allocation and project priorities.

It’s essential to note that younger individuals in these positions may not have fully developed the ability to compartmentalize their emotions and pride, often becoming obstacles in completing tasks. Instances of temper tantrums and rapid escalation due to a sense of entitlement may further exacerbate these challenges. The diverse personalities and dynamics within departments underscore the fortitude required to address communication breakdowns, ultimately contributing to elevated toxicity and conflicts within startups.

Insert conflict being presented in a way that is not normal—a type of conflict broadly led by massive consumption of pride and entitlement. This is mostly accompanied by the lack of maturity and, most of the time, egregious behavior.

Picture this: “Oh, let’s meet at the ping pong table for our next meeting? Sure, we can also play a game or two before we begin the meeting.” Sounds amazing, right? Well, to the new person, it’s a living dream. And while it may appear that this interaction is fostering continuity and collabroation, the boundaries can become blurred between work and social life in startup cultures that can exacerbate conflicts among young team members. Personal relationships intertwining with professional ones can complicate conflicts, as disagreements might spill over into social interactions.

In startup environments, the presence of young professionals can add a unique dynamic but may also contribute to heightened tensions and toxicity. The enthusiasm and innovative mindset of young individuals can be a driving force, yet it may also lead to clashes of ego or a lack of experience in handling workplace conflicts. The usual cry of “Lacy stole my teddy bear type of behavior”, is often a common accepted persona within this level of workplace – for both men and women. The pressure to prove oneself and climb the career ladder quickly can amplify competition, potentially fostering a toxic environment where colleagues are hesitant to share ideas or collaborate. This implies that nothing gets done, or completed ineffienctly.

Adding insult to injury, the limited time and high workloads may lead to misunderstandings or insufficient collaboration, causing friction among team members. Moreover, the blurred lines between professional and personal relationships in smaller teams can amplify the impact of disagreements and biased perspectives which can lead down a rabbit hole of destruction for the start ups bottomline. One would think that if a start up is successful, then they must often recognize the inevitability of conflicts and prioritize establishing robust communication channels, promoting transparency, and implementing conflict resolution strategies to foster a more resilient work culture.

Lastly, the high stakes and uncertainty inherent in startup ventures may intensify stress levels, making it crucial for young professionals to develop strong coping mechanisms and for startups to prioritize mental health and conflict resolution strategies. Addressing these challenges head-on and fostering a supportive, inclusive culture can contribute to a healthier work environment for young individuals in startup settings.

The reality of it all is that startups have crafted an ideal work environment that is initially eye-catching. However, once you dive in, it can turn into your worst nightmare, potentially derailing the reputation and trajectory of your career.

Here are six (6) clear indicators that reveal if the startup is plagued be an obscene amount of disfunction and toxicity.

Note: As you embark on your startup journey or in the early stages of your interview process – Use these indicators as red flags.

Prior Research and Interview Stage:

1. In researching, read reviews on the startup’s dynamics and how they operate – If there are comments about systemic racism – RUN!

2. The interviewer panel is fully loaded with representation of only one race – RUN!

3. During the interview, if your manager or peers know nothing about the type of work they were hired to do and mention it to you – RUN!

After the hire:

4. On your first day, you are given the runaround on what you will actually be doing and left with nothing but sitting pretty or handsomely for the first month after onboarding. Contemplate a new job search!

5. You start to notice that many employees, including senior and executive leadership, occupy their positions for one year or less. Update your resume and proactively prepare to pivot into a new direction!

6. To add to #5, the turnover is insanely high, and you seem to be introduced to a new team member every month, hired for the same position(s). Same recommendation as #5 , in bold!