This powerful maxim highlights a core cause of conflict in teams and relationships. When you expect someone to do something without clearly communicating it, you are setting them up to fail and preparing yourself to be resentful when they inevitably do. This frames clear communication not as a preference, but as a mandatory prerequisite for avoiding bitterness and maintaining healthy dynamics.

To avoid ethical slippery slopes, project the outcome of a small compromise over time. Exaggerating a claim by 2% for better results seems harmless, but that success creates temptation to push it to 4%, then 8%. This compounding effect pushes you far from your original ethical baseline before you notice.

To manage investor expectations effectively, adopt a contrarian communication cadence. Only report good news (like a major deal) after it has officially closed, since many B2B deals fall through at the last minute. Conversely, report bad news as early as possible. This builds trust by preventing over-promising and demonstrating transparency when it matters most.

A founder must simultaneously project unwavering confidence to rally teams and investors, while privately remaining open to any evidence that they are completely wrong. This conflicting mindset is essential for navigating the uncertainty of building a startup.

All founders make high-impact mistakes. The critical failure point is when those mistakes erode their confidence, leading to hesitation. This indecisiveness creates a power vacuum, causing senior employees to get nervous and jockey for position, which spirals the organization into a dysfunctional, political state.

Counterintuitively, being brutally honest with candidates about the low odds of success is a powerful recruiting filter. It selects for mission-driven individuals who are mentally prepared for the inevitable tough cycles of a startup, ensuring they won't quit when things get difficult.

The founder accepted below-market pay for years based on a vague verbal promise to be "treated right" later. This lack of specific terms for his sweat equity ultimately left him with no leverage and no payout, turning years of hard work into a costly lesson.

Employees often feel frustrated when their manager doesn't make their job more interesting or proactively manage their career path. This is a flawed expectation. A manager's primary role is to ensure performance in the current job; you are the sole owner of your long-term career navigation and growth.

Building a self-sustaining business requires hiring the world's best people. However, top talent like Apple's Jony Ive or Elon Musk's engineers only work for visionary leaders with a proven track record. The ultimate constraint on your ability to attract A-players is your own credibility and ability to sell a compelling future.