- I love technology and imagining how it will shape the future.
- I love working with entrepreneurs.
- I love doing lots of different things simultaneously.
Lately, I’ve been having trouble with #3. It supports the time I spend quickly evaluating hundreds of companies each year, but it undermines another crucial aspect of a VC’s job: performing deep due diligence on a select few of these. In fact, when I switch between “sourcing” and “diligence” modes, I often feel like I’m using two different brains — one that’s good at frenetic pattern matching, and another that’s good at pursuing hypothesis-driven investigation.
Running both brains simultaneously is difficult. They interfere with each other. The multitasking I so often enjoy (hence #3) can be downright annoying when I’m trying to build a complicated financial model, or construct a thorough competitive analysis. To the contrary, I find these otherwise monotonous tasks strangely relaxing and satisfying when I’m in diligence mode. It all depends on which brain I’m engaging at the time.
I suspect founders face this dichotomy as well, especially early on before roles are formally assigned to mid-level executives. Please leave your comments below, and answer the question, “Are founders dual-brained creatures, as well?”