Non-obvious behaviours killing your startup

Success in startups is about more than just vision.

Almost all founders face very similar challenges. By learning from others' experiences, we can avoid these mistakes and focus on building momentum where it counts.

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TL;DR

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1. Over-relying on metrics without context

Metrics often give a false sense of security if used without a clear narrative. We tend to fixate on metrics like user engagement, churn rate, or conversion percentages.

But without context, metrics are just isolated points. We might celebrate a boost in traffic only to find out it’s due to irrelevant audience spikes or misleading ads.

Metrics should guide decisions, not make them.

Qualitative data — customer stories, product feedback, employee insights — grounds numbers in reality.

As with everything in life: balance is key. Metrics are great, if regularly updated.

2. Failing to define clear roles early

In early-stage startups, everyone does everything. This achieves flexibility but can also cause confusion as the team grows.

Without clearly defined roles:

• work overlaps,

• accountability suffers,

• miscommunication spikes up,

• everything takes double the time

Clearly defined roles = easier scaling.

However, role clarity shouldn’t mean rigidity!

Some of the best people I’ve met in startups are generalists who dive into multiple roles, not respecting field boundaries. Never discourage this type of innovation.

However, even generalists need guidance and some direction to maximise their impact.

For an effective balance, consider defining broader roles with room for flexibility — a “product manager,” for example, might still contribute to customer success or marketing insights but would own the roadmap decisions and strategy.

3. Waiting “one more week”

A “one more week” mindset can drag a product down. Every extra delay slows feedback loops and risks losing competitive edge.

Yes, polish matters, but at a certain point, users’ input is more valuable than perfection. The sooner you get something into the hands of users, the sooner you’ll find out:

1. If they are planning on using your product

2. What they dislike = inherently making your product better

Get the core product out, gather feedback, then iterate.

Speed is a startup’s best friend; don’t let the endless wait for the “perfect release” hold you back from real growth.

4. Sticking to plans at all costs

Or as often confused for — good execution.

Plans guide direction, but stubbornly following them makes us blind to spotting new opportunities or market shifts. A plan that made sense last quarter might be outdated now.

Good startups stick to plans.

Great startups adjust as they learn.

The goal isn’t to follow plans perfectly but to stay agile and reactive.

5. Neglecting sales

In product-driven startups, sales is often treated as an afterthought.

Sales doesn’t just bring revenue; it brings insights into what users want, validates your product, shapes customer relationships, and uncovers new needs.

Even in the early days, a focus on sales helps you align the product with real-world demands. Treat sales as a learning tool, not an afterthought, to build a product that’s both useful and market-ready.

In the end there are only two essential roles in startup land:

• building the product

• and selling it

Every role can be broken down into one of these binaries. 0s and 1s.

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