1. Overestimated sense of competence

They overrate their instincts and perspectives, leading to derailed processes and work product as they inject misguided ideas and methods into their team's work.

2. Fragile ego

Their hyperactive imposter syndrome and/or overestimated sense of competence means that they get upset at the slightest pushback. Any suggestion that they might not understand the problem or have missed an important perspective or detail might even lead to outbursts and rants.

3. Blaming others for their failings

Their exaggerated competence and fragile ego drive them to blame others for their own shortcomings. They might set the team up for failure with:

Lack of specificity and clarity

Lack of context

Lack of patience

Lack of discipline

When failure inevitably occurs, they refuse to acknowledge their own mistakes. Their limited understanding of processes and excellence leads them to disrupt and confuse the team, constantly changing their demands and causing inefficiency and frustration.

4. Inability for self-reflection and correction

Their overestimated competence, fragile ego and blaming others means that they will never look to themselves as the possible source of thrash and failure. Worse, they will reject anyone and anything that might help them improve their own behavior and, therefore, the output of their team.

It's impossible to help these kinds of founders because their toxic traits are the very same defense mechanisms that block self-reflection, coaching and improvement.

Can you name any other toxic traits? Share them in the comments below!