Without noticing you might have pointed out one of the reasons founder type people are founder type people.
Blindly follow orders isnt really on most startup folks’ list of things to do.
Blindly follow orders isnt really on most startup folks’ list of things to do.
The really funny thing I'm thinking about here is when I bring people onto a project I'm leading: I give them an intro to the project, all of the components at play, the needs of the project... and then introduce them to something they could work on and the general gist of what needs to be done.
For some people that's enough to take it and run (and check in with feedback, minimal viable product, look for "does this sound good?" kinda stuff).
For others it really feels like they need to be spoonfed an entire spec down to block diagrams, flowcharts, sequence diagrams, etc. And I've worked with teams that wanted that before we even assigned any software engineers to the project. Meanwhile I'm trying to get SOMETHING on a computer so we can start looking for the bugs that take a long time to manifest themselves. (and "that's not what we were expecting it to do!" from the systems team lol)
Anyway, I can say that's not necessarily a big enterprise vs startup thing. It's more of a team vs team thing.
IDK about startups.
It suddenly made it clear how each person worked that I couldn't see in the office