Entrepreneurship, Science and Tech, VC

Birth Order and the Entrepreneur

Life’s full of randomness.  Some thinkers even encourage seeking it out as stimulus or influence.  But as Jeffrey Kluger nicely sets up his most recent reportage, ”Of all the things that shape who we are, few seem more arbitrary than the sequence in which we and our siblings pop out of the womb.”  Yup.

It’s easy, I think, to fall into generalized discussion of birth order implications, and hard to quantify or demonstrate statistically significant data upon psychological attributes or behavioral measures. Those that are effectively “tempering” the science deserve credit and attention. In his recent Time piece on the subject, Kluger ends up highlighting research work from a variety of sources. Of interest to the venture set, he notes the following from Ben Dattner, a business consultant and NYU professor:   

Firstborn ceos, for example, do best when they’re making incremental improvements in their companies: shedding underperforming products, maximizing profits from existing lines and generally making sure the trains run on time. Later-born ceos are more inclined to blow up the trains and lay new track. “Later-borns are better at transformational change,” says Dattner. “They pursue riskier, more innovative, more creative approaches.”

Perhaps Dattner’s conclusions offer a logical extension of long-standing birth order generalities.  They certainly describe personality archetypes that investors are used to assessing and utilizing in appropriate scenarios.  But is birth order a standard management due diligence question?  Absolutely not.  Should it be?  I don’t think so.  In truth, though, I’d like to hear more about the analysis behind the conclusions and determine both the validity and significance of correlation.  Let’s remember that “the plural of anecdote is not data” and exceptions will always abound. 

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Photo credit: Chris & Tarah, originally uploaded by Joyseph

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