Most people slow down when things get hard. They pull back, reassess, wait for clarity. That’s human nature — most are conditioned to minimize risk and seek comfort when the stakes feel high.
But if you’re reading this, you’re probably not most people.
The best founders I know don’t hesitate when things gets tough. They dive in deeper. Not because they necessarily enjoy the struggle, but because something inside them won’t let them stop. Obsession isn’t something you choose. It chooses you. And once it does, it reshapes how you see everything — the work, the problems, even yourself.
This is the first post in my new series where I’ll be peeling back the layers of what I believe is the most misunderstood trait of world-class founders: Obsession. It's what keeps us up at night. The drive that makes us different from everyone else. The part of us that refuses to settle for anything less than great.
It’s no secret that we can be hard to deal with, tough to relate to, and nearly impossible to imitate. But when we channel it right, our obsession becomes our edge.
Over the coming weeks, I’ll unpack how obsession fuels mastery, how it changes as your journey progresses, and how you can build a culture of excellence that channels it the right way. But let’s start here with a simple truth: Obsession isn’t a weakness to overcome or a flaw to fix. In fact, it's the opposite.
Here are four reasons why obsession is your greatest advantage — if you know how to use it.
1. Obsession Is a Feature, Not a Flaw
In the world of company building, we talk a lot about vision and purpose, but rarely about the kind of all-consuming focus so many of us founders have. Even when things are going smoothly, our intensity often leaves us feeling restless. We replay conversations and reread feedback over and over because it matters that much.
Now, to be clear, this series isn't a glorification of the always-on, hustle-till-you-drop mindset. That's not obsession. That’s insecurity in disguise.
True obsession is something else. It's internal. You can see it in the founder who’s still working at midnight because they care that much about the user experience. Or the one who re-reads every customer support ticket looking for patterns. Not because they have to. Because they need to.
The thing is, obsession gets a bad wrap — but it doesn’t have to be a bad thing. It’s not a flaw to overcome. It’s a trait to work with, one that gives us energy and motivates us in the hard seasons. The key is learning how to channel it, not suppress it.
And here's the part we often miss: Obsession evolves. It shows up differently on our journey through the unavoidable Stages of Development. Early on, it may look like relentless product focus, sweating every detail because there’s no one else to do it. Later, it likely becomes more strategic, obsessing over clarity and alignment.
Regardless of where it shows up, obsession doesn’t fade. It just shifts — from building the thing yourself to building the team that builds it. That’s where clear agreements, aligned priorities, and widely shared Focus Filters turn obsession into direction and progress. They help you channel obsession without losing the intensity that got you here in the first place.
2. Obsession Fuels Endurance
Let’s be honest, building a company that matters is a demanding job. The early days are draining. The middle is chaotic. The later stages are full of complexity and competing priorities. And all of it is unpredictable.
A lot of founders don’t make it because they run out of steam, belief, or both.
But for those of us in it for the long haul, obsession gives us a kind of unreasonable stamina. It keeps us curious when others get bored. It helps us push through when momentum fades. It keeps us grounded in our personal Why.
More importantly, obsession creates consistency. When you’re obsessed, you don’t need to be convinced to show up. You don’t wait for ideal conditions or perfect timing. You just keep going — through boredom, doubt, and distraction — because you’re anchored by something deeper. And in a world where most people are chasing quick wins to stay motivated, that ability to show up day in and day out no matter what gives you an advantage. Because those hours and that effort compound. They're what turn a few good quarters into a decade of impact.
And that’s the real test, isn’t it? Not how excited you are in year one, but how steady you are in year seven when the shine has worn off, the market has shifted, and you’re still showing up with the same level of care. Obsession isn’t just about intensity — it’s about endurance. It’s what allows you to play the long game without constantly needing external motivation or wins. Because the Work matters, even when no one’s watching.
3. Obsession Can Be Built Into Culture
Here’s where things get interesting. Many founders assume their obsession is purely personal — something innate and impossible to replicate. They believe it can’t be scaled beyond themselves.
But over time, I’ve seen something else happen. Founders who understand their own obsession can begin to teach it. Not through force or pressure, but through clarity, consistency, and standards that show others what excellence actually looks like.
This is how obsession starts to spread. When you build systems that make excellence visible, and when your commitment shows up in how you lead, communicate, and hold the line, you set a tone. And over time, the culture starts to mirror it.
Obsessive cultures aren’t loud or toxic. They’re focused, curious, and disciplined. The team cares deeply about the Work and holds themselves to high standards, not because you're watching but because they care deeply, too.
Ninety’s tools are designed to support this kind of culture. Whether it's establishing a clear vision your entire team can rally around, building transparent Scorecards that track performance, or the simple act of setting and sharing short- and long-term goals, you’re reinforcing what matters. You’re making your obsession a part of the system.
4. Obsession Is a Commitment to Mastery
At the core of obsession is a desire to go deeper. To keep learning and keep improving. It’s what separates the founder who plateaus after a few successes from the one who keeps growing and evolving.
Obsession isn’t about speed. It’s about depth. And it drives the pursuit of mastery.
I’ll dive deeper into mastery in the next part of the series, but it’s important to note that mastery isn’t about talent. It’s a choice. A decision to show up with full attention and effort, again and again, even when nobody’s watching.
Great founders aren’t satisfied with just being good at what they do. They want to excel. To know all the ins and outs. To understand better than anyone else. Refusing to settle for anything less than reaching the full potential of what we know we can be and what we can build.
And that’s the key. Obsession, when healthy, is a form of self-respect. It’s the refusal to coast. The refusal to settle for good when excellence is possible.
The lazy lose to the average. The average lose to the focused. The focused lose to the obsessed.
A New Way to See Yourself
If you're the kind of founder who’s been told to "lighten up" or "just be more balanced," let me offer a different perspective:
You're not broken. You might just be built for this.
When obsession is paired with self-awareness and the right tools, it isn’t dangerous. It’s powerful. It’s what keeps you building when the inevitable storm hits, and it’s what makes your impact so profound.
Founders who build companies that matter aren’t chasing balance. They’re chasing something deeper. They go farther, stay longer, care more deeply. This series is for those founders. It’s not about glorifying obsession. It’s about understanding it, channeling it, and transforming it into your edge.
In the next part of the series, we’ll dismantle one of the most pervasive myths in the world of work: the myth of talent. We’ll explore why mastery — not talent — is the true differentiator for building something great, and why choosing to master something changes everything.
Until then, don’t let anyone convince you that caring deeply is a weakness.
Because it might be your greatest strength.
