Why do you want to *start a business?*

The first step in building something extraordinary isn't writing code or raising capital—it's understanding yourself. The harsh reality is that starting a company requires not only strong skills and the right timing but also exceptional resilience. The entrepreneurial path involves making tough decisions every day, navigating uncertainty, and facing failure —often while carrying the psychological weight of responsibility for others. Recognizing your core motivations will act as your guide during these unavoidable challenges.

The internet is full of sayings suggesting that entrepreneurs are driven more by their passion for making a difference than money. However, the reality is more complicated. Many people start businesses to take charge of their lives or to make a real impact. Entrepreneurs come in different types; some aim to build large companies, while others succeed as small business owners. Their motivations might be very different.

Understanding your motivations is crucial because they profoundly influence the company you build, the culture you cultivate, and your approach to success and failure. There are overt motivations driven by aspiration, creativity, or a desire to contribute—your "why in the light." Yet, even the most successful founders possess unacknowledged, ego-driven motivations. While not inherently bad, these unexamined drivers can negatively skew decision-making, damage relationships, and affect overall health, underscoring the need for self-awareness.

☀️ Motivations in the Light

1. You want to solve a real problem.

The most common (and powerful) motivation. You’ve experienced the pain of a broken system or a missing solution. It bothers you enough that you’re compelled to fix it.

2. You want to make a meaningful impact.

Some founders are driven by a vision for how the world could be better - greener, safer, more inclusive, more efficient. These are “mission-first” founders. Their passion can be contagious, attracting talent and capital.

3. You want the adventure - with specific people.

For others, the draw is not just the company - it's who they get to build with. These are the college roommates, the old friends with a shared dream. Trust, chemistry, and shared values are the secret weapon of these teams.

4. You want the challenge.

Some people simply aren’t built for safety or predictability. They seek the hardest hills to climb. The startup path is their crucible of growth. For these founders, the challenge itself is the reward.

5. You want freedom - to do it your way.

Some ideas are too bold, too non-traditional, or too risky for corporations or academia. Some founders feel constrained by structure and hierarchy. They start companies because they must, or the idea dies.

🌑 Motivations in the Shadow

1. The need for approval.

Many founders seek validation - often subconsciously - from family, peers, or society. They chase external metrics (funding rounds, press, valuation) as proxies for internal worth. But the finish line always moves.

2. Proving someone wrong.

Spite can be a powerful motivator. Maybe a teacher said you’d never make it, or an ex-boss told you your idea was stupid. It fuels long nights. But it also warps your identity: winning becomes everything, even at the cost of values or relationships. Ask yourself: Am I running toward something meaningful, or away from a wound?

3. "Never again."

Some founders grow up with scarcity. Money, housing, safety - always at risk. These founders often build from a fierce determination to never be vulnerable again. This can be a powerful engine, but it often leads to burnout or hoarding mindset.

4. Freedom from ...

Some founders simply don’t like being told what to do. They value autonomy and authority. While independence is important, “I want to be my own boss” is not enough. Startups replace one boss with many - investors, customers, employees, co-founders.

Why to not start a startup?

In a 2007 essay titled "Why to Not Not Start a Startup," Paul Graham (founder of Y Combinator) examines the psychology behind entrepreneurial hesitation.

Concerns That Shouldn't Hold You Back

• Age: being "too young" is merely a perception, not reality. What matters is maturity in handling challenges, not chronological age.
• Experience: you think you need startup experience before starting a startup. In reality, traditional jobs often teach habits that hinder entrepreneurial thinking.
• Intelligence: Graham argues that most successful startups succeed through determined execution rather than genius-level insights. Average intelligence combined with extraordinary persistence typically outperforms brilliant but inconsistent founders.
• Business Knowledge: technical founders often worry about lacking business expertise. Graham argues this knowledge can be acquired when needed: "Make something people want first. Monetization can be figured out later."
• Lack of Ideas: don't wait for the perfect idea. Approximately 70% of startups pivot significantly within their first three months. Start by solving problems you personally experience – authenticity gives you an edge in understanding solutions.
• Market Saturation: the fear that "everything has been done" is perpetually false. As Graham writes, "There's no limit to the number of new problems that arise or to the amount of wealth people want to create."

Valid Reasons for Caution

• Solo Founding: startups are emotionally and practically demanding. Without a cofounder to share the burden, your chances diminish significantly.
• Family Responsibilities: supporting dependents creates genuine financial constraints. Instead of abandoning entrepreneurship, consider less risky approaches (consulting that evolves into products) or waiting until you have savings.
• Commitment Horizon: if you can't commit to at least 3-4 years of intense focus, wait. Startups are marathons, not sprints, requiring sustained dedication through inevitable challenges.
• Need for Structure: some people thrive with external direction and defined parameters. The ambiguous, self-directed nature of startups can be psychologically difficult for those who prefer clear frameworks and guidance.

The most powerful insight from Graham's essay might be that traditional employment is simply a default path, not necessarily the optimal one. Just as farming gave way to manufacturing, we may be witnessing another economic shift where entrepreneurship becomes an increasingly viable alternative to conventional jobs.

From Motivation to Awareness

Founders who deeply understand their own motivations are better equipped to lead effectively, navigate inevitable setbacks, and build enduring companies. Without this self-awareness—your core "why"—the demanding nature of a startup will inevitably shape your motivations, often through challenging experiences. However, by confronting your underlying drivers early on, you can build a venture that not only scales successfully but also personally nourishes you throughout the journey.

Being honest about your motivations isn’t just introspection—it’s a core strategic advantage. It empowers you to:

• Choose the optimal business model (e.g., problem-first, mission-first, or market-first).
• Cultivate a healthy and resilient founder-cofounder dynamic.
• Navigate emotional pitfalls, such as tying personal worth to startup outcomes.
• Foster a company culture that genuinely reflects your values, rather than unaddressed personal trauma.

Additional resources:

1. What We Look for in Founders - Essay by Paul Graham, Founder of Y Combinator.
2. The Founder's Dilemma - Essay by Noam Wasserman, a longtime Harvard Business School professor,  dean of the Sy Syms School of Business at Yeshiva University in New York City, a former venture capitalist and entrepreneur.