All entrepreneurs begin with a spark of faith, that says, “I can do this.” That confidence is the starting point. Without it, you’d never leave your day job, pitch to venture capitalists, or persevere through the inevitable failures. But here’s the rub: that very same confidence can turn into something much more hazardous. It can turn into ego, and ego has killed more companies than terrible ideas ever could.
The fact is, ego does not make itself known with a villain’s introduction. It sneaks in subtly, masquerading as conviction. It informs you that your gut is never wrong, that criticism is simply white noise, and that to change direction is to give up. Before you know it, you’re making decisions in terms of pride, not sense, and your company is suffering the consequences.
When Confidence Crosses the Line
There exists a thin line between ego and confidence, and the majority of entrepreneurs walk on it every day. Confidence dictates, “I have faith in my vision, but I’m willing to work on improving it.” Ego dictates, “My way is the correct way.” Confidence welcomes teamwork. Ego insists on obedience. Early on, in the process of establishing a company, it doesn’t matter as much. You’re hungry, scrappy, and your team is small enough that your personality is defining everything.
But as you grow, ego is a hindrance. It prevents you from hiring someone who’s smarter than you. It gets you defensive when customers complain. It makes you turn constructive criticism into a personal attack. The entrepreneurs who survive long term get this transition. They know when to lead boldly and when to stand back and listen. The ones who don’t? They’re the stories we hear about afterwards.
Real Failures, Real Lessons
Consider Blockbuster. In the early 2000s, they were video rental royalty. Netflix then made them a buyout offer. Blockbuster executives laughed it off. Why would they require a mail-order DVD service when they had thousands of shops and a household name? That arrogant overconfidence move proved to be one of the all-time great business mistakes. Netflix is worth billions today. Blockbuster is a joke.
Or take Elon Musk’s management of Twitter following his acquisition. Love him or despise him, the resulting chaos revealed what occurs when ego trumps strategy. Unilateral mass firings without a coherent plan, public spats, policy shifts based on personal desire, it all led to advertisers abandoning ship and the platform’s value tanking. Brilliance doesn’t protect you from ego’s destruction. Sometimes it makes it harder to fall.
These aren’t one-time events. They’re trends. When leaders get so enamored with being right that they lose their ability to listen, the company pays a price. Markets are indifferent to your ego. Customers don’t wait for your vindication. They leave, and your competitors cheerfully welcome them.
The Identity Problem
This is where it gets intimate. For most founders, initially, they are the company. Every product choice, every branding decision, every late night, everything is you. That’s okay. That’s how startups get started. The issue arises when you lose yourself in the company.
When your identity is all wrapped up in your business, people’s criticism of your product is perceived as criticism of you. A failed marketing effort is not only a setback, but a referendum on your value. This emotional connection makes logical decision-making next to impossible.
I’ve witnessed founders insist on not pivoting their product even when the metrics yelled that customers didn’t want it. Why? Because acknowledging the product needed to change equated to acknowledging they were wrong. I’ve seen CEOs dismiss great advice from veteran advisors because seeking help meant vulnerability. That’s ego at work, and it’s draining to everyone around them.
The most healthy founders approach their company as a living entity independent of themselves. They can critique it, modify it, even throw out parts of it without taking it personally. They know the company isn’t there to make them feel good about themselves, it’s there to serve customers and fix things.
What It Does to Your Team
If you want to kill morale fast, let your ego run wild. Nothing drains a team’s energy like working for someone who thinks they’re always the smartest person in the room. When employees know their ideas will be dismissed, they stop sharing them. When dissent is punished, people learn to nod along even when they see disasters coming.
This builds a poisonous cycle. The good people depart first because they can. You’re left with yes-men who say what you want to hear, which only strokes your ego even more. Innovation suffocates because no one is brave enough to rock the boat. And when things go wrong, and they will, you’re left with people who are either unwilling or incapable of assisting you in fixing it.
Compare that to leaders who manage their ego well. They create cultures of constructive debate. They acknowledge team successes, not merely their own brilliance. They create a climate where it is safe to say, “I believe we’re off track.” These climates draw talent and retain it. Individuals want to work somewhere their ideas count, where they are heard. Business is not an individual sport. You may be the greatest thinker on the planet, but if ego becomes an impediment to teamwork, you’re limiting your own success.
Maintaining Ego Control
How do you stop ego from destroying all that you’ve created? It begins with deliberate decisions and everyday habits.
First, surround yourself with people who will tell you the truth. Not brutally, not with malice, but honestly. You need a team and advisors who care enough about you and the business to push back when you’re wrong. Create an environment where disagreement is seen as a sign of engagement, not disloyalty. If everyone around you always agrees, you’re in trouble.
Second, practice humility. That doesn’t mean you pretend you don’t know things or belittle your successes. It means that you recognise that you don’t know everything, that you will screw up, and that learning from others is not a weakness, it is a sign of wisdom. Many of the most successful business people I have ever met are also the first to say “I don’t know” or “I made a mistake.”
Third, let data rather than emotion make your decisions. When a campaign fails or a product doesn’t sell, check the numbers. Listen to customers. Get facts. Decide based on what is really happening, not on what you wish were happening or what would benefit your reputation. Pride costs money. Reality is free.
Fourth, change the focus. Emphasise that everyone wins together. When things go well, give credit to those who worked for them. When things go badly, take the blame as the leader. This reinforces loyalty and reminds all concerned, including yourself, that the mission is greater than any one person.
Fifth, practice emotional intelligence. Become aware of when your feelings are motivating your responses. Cultivate the skill of stopping, thinking, and responding carefully instead of reacting defensively. Great emotional intelligence and unbridled ego are incompatible.
Last but not least, find a coach or mentor. Even great athletes have coaches. Even superstar CEOs have mentors. Someone outside can see blind spots you’ll never notice on your own. They can provide the uncomfortable questions and challenge your assumptions without any vested interest in soothing you.
The Bottom Line
Ego is tricky because it originates from the same source as your ambition and drive. The fire that drives you to dream big and take chances can also incinerate everything if you’re not vigilant. You want to squash ego, possibly, but not completely; that’s likely impossible and perhaps not even best. The objective is to control it, to keep it in its rightful place.
Believe in yourself, but be willing to be wrong. Lead with conviction, but listen humbly. Take pride in your work, but hold it loosely enough to pivot when necessary. The entrepreneurs who achieve this balance are the ones who don’t just start companies; they leave legacies.
It’s your ego that may start you off, but it’s your self-awareness that will see you through. Ultimately, it’s not the companies that succeed that are run by individuals who believe they have all the answers. It’s run by individuals who never quit learning, who listen to their team, and who are more interested in doing it right than in being right. The decision is always yours: let ego power your journey, or let it be the cause your journey is cut short.
FAQs
- What’s the difference between confidence and ego in business?
Confidence is trusting yourself while remaining receptive to learning and critique, while ego is trusting you’re always right and closing off other views.
- How can I know if my ego is damaging my business?
Look out for indicators such as high staff turnover, defensiveness when receiving feedback, decision-making without facts, or taking things personally when your business is criticized.
- Can ego ever be a good thing for entrepreneurs?
Yes, in moderation, ego can fuel ambition and encourage you to take necessary risks, but it becomes toxic when it stops you from listening, changing, or working with others.
- How do I build a team culture that keeps ego in check?
Encourage psychological safety where individuals can disagree without fear, view team success over personal victory, and actively seek out diverse opinions.
- What is step one in managing my ego as a founder?
Begin by identifying at least one individual, a mentor, coach, or trusted advisor, who will provide you with honest input and call you out when you’re being unreasonable.
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