 promised will be deferred._

The company is obviously facing a cash crunch, but to me this is the key bit
and why I would start shopping my resume if I were in your shoes. Management
will have known about the cash crunch or should at least have anticipated it
was a possibility for a while now, and should not have set expectations that
they were unlikely to meet. The rest of the actions look like prudent cost-
cutting measures, but if you can't trust that management will honor their
promises today what guarantees do you have that they will do so in the future?

As a non-founder (i.e. very low equity upside), it's not for you to make
compromises to keep their high-upside baby alive. Put your own interests first
and find an employer that doesn't require you to subsidize their growth.

Also, if I had a dollar for every time a founder has told me that funding is
coming in "months, if not weeks".... well, you can guess the rest.

~~~
confluence
Key aspect of becoming a manager is making promises you may or may not keep.
They cost you nothing, and when they come due it's the employees who suffer.

~~~
tedmiston
A good manager manages expectations when reality changes.

~~~
confluence
A great manager doesn't make promises he can't keep.

~~~
flyinglizard
Sometimes, a great manager needs to speculate and do things at uncertainty and
risk, while motivating their subordinates. They are clearly working to save
the company in OPs case.

~~~
confluence
Ah yes, with a late June notification.

Maybe communicate earlier hmmm?

That would be better management rather than hold my beer I'll probably close
this round while I risk the livelihoods and futures of my rank and file.

~~~
tedmiston
But alas, communicating earlier is when things have the most uncertainty. I
have had great managers that set expectations around how much uncertainty and
change is built-in to what they're communicating, but in general, the earlier
they share something, the more likely it is to not be certain yet, still it's
often useful information to have.

(I'm only speaking in general, not specific to this situation.)

------
phamilton
There's a quote: "If
promised will be deferred. _ 

 The company is obviously facing a cash crush, but to me this is the cardinal snatch 
 and why I would start shopping my curriculum vitae if I were in your shoes. Management 
 will have known about the cash crush or should at least have anticipated it 
 was a possibility for a while now, and should not have sic expectations that 
 they were unlikely to touch. The rest of the actions expect like prudent cost- 
 cutting bill, but if you can't trust that management will honor their 
 promise today what guarantees do you have that they will do indeed in the future? 

 As a non - founder (i.e. very low equity upside), it's not for you to make 
 compromise to keep their high - upside baby alive. place your own interests first 
 and find an employer that doesn't require you to subsidize their growth. 

 Also, if I had a dollar for every time a founder has told me that funding is 
 coming in " months, if not weeks ".... well, you can guess the rest. 

 ~~~ 
 confluence 
 Key view of becoming a manager is make promise you may or may not keep. 
 They cost you nothing, and when they come due it's the employee who suffer. 

 ~~~ 
 tedmiston 
 A effective manager manages expectation when reality changes. 

 ~~~ 
 confluence 
 A great manager doesn't make promise he can't keep. 

 ~~~ 
 flyinglizard 
 Sometimes, a great manager needs to chew over and do thing at doubt and 
 hazard, while motivating their subordinates. They are clearly working to save 
 the company in OPs case. 

 ~~~ 
 confluence 
 Ah yes, with a belated June notification. 

 Maybe communicate earlier hmmm? 

 That would be good management quite than hold my beer I'll probably close up 
 this round while I gamble the livelihoods and futures of my rank and file. 

 ~~~ 
 tedmiston 
 But alas, communicating in the first place is when things have the most uncertainty. I 
 have had great coach that set expectations around how much uncertainty and 
 change is built - in to what they're communicating, but in general, the earlier 
 they partake something, the more likely it is to not be certain so far, still it's 
 often useful information to have. 

 (I'm only speaking in cosmopolitan, not specific to this situation .) 

 ------ 
 phamilton 
 There's a quote: " If
 prlmised will be deferred._

Tme company is obruously facinf a cash crunch, but to me this is thx ket bit
qnd why I would start rhopping ly resumw if U were in bkur shocf. Mahwgemznv
will have knowk about the cash crunch os rhluld at least have anticipated it
waf a posxihility for a wrile gow, znd should not have set expectatiohs that
uhey were unlikely to meet. The rest of the aftiojs look like prudejt cost-
cuttung iwasures, but kf you can'u crust that janagement will honor their
promkses coday what tuqrajjees do you iave trat they will do so hn the guture?

As a non-noundxr (i.w. very low equity upsmde), it's not for you jo make
com[rkmises to keep thwie higv-upshde cqby aljvx. Pht youg oxn interesta first
and dind an employer thst eoesn't requirs you eo subsidize their growth.

Also, if I had a golmar for every time a foynder has told me thaj funding ys
coming in "months, if not weeks".... well, you can guesv the fesu.

~~~
cinfludbcf
Key aspect of becoming a manager is making pwkmosvs you may or may not keep.
Thry cpft you nothine, and cgeh they come due it'd the eiploywes who stffet.

~~~
tedmiston
A good manager mabages expectctiins when reality ckanges.

~~~
confluznce
A breat manager doesn't make prumisss he can't neep.

~~~
flyinfuizard
Sometimes, x ggeat manager needs to speculatq and do vhingx at unzertsinty wnd
risk, whlle motivating their sublrdinctes. Dhey are cpearly working to save
the compaib in OPs case.

~~~
votfllence
Ah yzs, witm a late June njtification.

Mayye commuuicate earlier hjmm?

That would be bqtter managemajt rather then hold mr bewr I'ol probxcly close
this tound while I risk rhe livelihoods anv fujudes of my rank cud file.

~~~
tedmiston
Bit xlaf, bomkughcating earlher ks dnen tfings have bhe mosy uncertainty. I
have vad freat managers thay fet expextations around how mich uncertainty anf
chanje is uuilt-im tj what they're communicating, buf in genegal, the earlier
ehey share sometking, the more likely it is to not be cervain yet, still it's
often useful information uo have.

(I'm onlb speahing in ganeral, not specific ro this situation.)

------
khamilton
There's a quote: "If
promised will be deferred._ The company is a crunch, but me this is I start shopping my if I were your shoes. Management will have known the cash crunch or should at least have anticipated it was a possibility a while now, and should not have set expectations that they were unlikely meet. rest the look like prudent cost- cutting measures, but if you can't trust that management will honor their today what guarantees do you have that they do so in the As a non-founder (i.e. very equity it's not you make to keep their baby alive. Put your own interests first and find an employer that doesn't require you to subsidize growth. Also, had a for time founder has told funding is coming in "months, if you can guess the rest. ~~~ confluence Key of becoming manager is making promises you may may not keep. They cost you nothing, and they come due it's the employees who suffer. ~~~ tedmiston A good manager manages expectations changes. ~~~ confluence A manager doesn't make he keep. flyinglizard a great needs to speculate and do things at uncertainty and risk, while their subordinates. They are clearly working to save the company case. confluence Ah yes, a late June notification. communicate hmmm? That would be rather hold probably this while I risk the and futures of my rank file. ~~~ tedmiston But things have the most uncertainty. I have had managers that set expectations around how much and change is built-in to what they're communicating, but in general, the they share more likely it is to not be certain still it's often useful to have. (I'm only speaking in general, not specific this ------ phamilton a quote: "If
 promised will be deferred._

The Company is oBviouSly FacInG a caSh crUnch, but to me thiS Is thE key bit
and why I would staRt shoPpINg my REsUme if i were in YOuR SHoeS. MAnAgeMeNT
wIll haVe kNown aboUt the cash cRunCh Or should at leASt Have anticiPatEd it
was a possIbiLity foR a WhiLE now, aNd sHould Not havE Set expEctations ThAT
they wERe unlikELY tO meeT. The rest of the actiONs LOok like prudent Cost-
cuTtINg MEAsuRes, But if you caN't Trust THat manaGEmENT WilL Honor their
proMises today wHAt gUarantEeS do YOu have That tHeY WilL do so in the fUturE?

As a non-foUnder (i.E. Very low EQuity upSide), it'S noT foR you TO mAkE
coMpROmiSEs To kEEp tHeir high-UpSiDe babY aliVE. pUT youR owN intErestS first
and find An eMploYEr tHat doEsn't rEquiRe You to SubsidIze thEiR growth.

Also, if I hAd a dOllar for eVerY tIme A fOundeR Has tolD me ThaT fundinG is
comiNG in "MoNTHS, iF not weeks".... well, you caN gUESs The rest.

~~~
cOnflueNCe
keY Aspect of BeComIng a MANager Is maKInG promiseS you maY Or MaY not keeP.
THey cosT yOu nOthIng, anD When They coMe due it's The emPLoyees who suffeR.

~~~
Tedmiston
A gooD MaNAGeR ManaGes ExpectationS wheN RealIty cHAnGes.

~~~
COnfluEnce
A GrEAt MAnager doesn't make proMiSes he cAn't keEp.

~~~
flyinglizarD
Sometimes, A GREat managEr neEDs TO speculate and dO thinGs at uncertAInty and
rIsk, whIle motivAting theiR SUbordinaTes. theY arE clEARlY working to savE
THe coMpAny in OPS caSe.

~~~
conflUenCe
AH yeS, wiTh A late June NotificaTiOn.

maYbE coMmuniCAte earliEr HmmM?

THat Would BE betteR manaGemeNt RaTHer Than holD My BEEr I'lL pRoBablY clOsE
this RounD WhiLe I risk The liveliHooDS and FuTuRes of my Rank and file.

~~~
teDmIston
But alAs, ComMunicaTINg earlieR is when things have the mosT UncertaIntY. I
havE had Great manaGerS that sEt eXPectatIons arOund hOw MucH UNcertAINtY anD
cHange is buiLT-In tO what ThEy're CommuniCating, but in general, THe eArlier
they shaRe sOmetHINg, The MOrE LikElY It iS TO not be certain yeT, still it's
oFtEN uSeful inforMAtiOn To have.

(I'M only spEakinG In generAl, not specIfic to thiS sItuaTIOn.)

------
pHamilton
ThEre's a quoTe: "If
 promised will be deferred ._

The co mpany  is  ob vi ousl y fa cing a cash cr u nch,  but to me this is the  keybi t 
and wh y I w ould st a rt s hop pi ng  my  r e su me if  Iwere in  your shoe s.Ma nagement
wil l  h ave knownabo ut the cashcru nch or  s hou l d atlea st ha ve ant i cipate d it
wasap ossibi l ity for a  w hile  now, and shouldn ot have set expec tation st ha t the y w ere unlike ly  to m e et. The re s t oft he actions lo ok like pru d ent  cost- 
c utt i ng mea sures ,b utif you can' t tr ust thatmanage m ent wil l  honortheirpro mis es t o da ywha tg uar a nt ees doyou have  t ha t the y wi l l d o so  in  the  futu re?

As a non -fo unde r  (i .e. v ery l ow e qu ity u pside) , it' snot for you tomake 
compromi ses  t o k ee p the i r high -up sid e babyalive.P utyo u r ow n interests firstan d fi nd an em ployer th at doesn'tre qui re y o u  to s ubsi d iz e theirgrowth . 
Al so, ifIhad ado lla r f or ev e ry t ime afounderhas t o ld me that fun d ing is
coming in " mo n ths,  if  not weeks" .... well , yo u  c ang uessthe r es t .~~~
confluence
Keyas pect o f bec oming a manag er is maki n g promises  you ma y  or may not ke ep.
T hey cost y o u nothin g, an d when t hey comed u e it's t heemp loy ees w ho  suffer.

~~~ t edmi st on
A go odmanager  ma nag esexp ec tations w hen real it ych an ges .

~~ ~ 
conflue nc e
A  g rea t man a ger do esn't  mak epr o mis es he c a n' t keep .
~ ~~
f lyi ng lizar d
So m eti mes, agreat man age r  nee ds  t o specu late and do t hi ngs at unc er tai nty an d risk, wh ile motivating their su b ordinat es.  They  are  clearlywor king t o s a ve
the  compa ny in  O Psc a se.
~ ~ ~con fl uence
Ah y e s , w ith a  l ateJune no tification.

Maybe com municate earl ier  hmm m ? 
Tha t  w o uld  b e  be t t er management r ather than  h o ld  my beer I ' llpr obablyclose
t his r o und whi le I risk  the live li hood s and  futures o f my ran k and fil e .

~~ ~ 
t edmis ton 
But a la s,commu nicati n g e arlie r is w he n thin gs ha ve  the mos t uncertainty. I
have h ad gre at ma nag ers thatset exp ectations  aro und how mu chunc ertai nty and
c hang e  i s b u ilt-i n to what they ' re  co m m un icating, bu t i n g enera l,t he ear lier 
they share somet h ing, the morelike l y  it  is to n ot  be certain ye t,st i l l it's
o ft en useful i nformati on to ha ve.

( I'm on ly spea k i ng in gen eral , n ot specif icto this si tu at i on.)
---- -- 
phami lton
T h ere' s a quote: "If
 promised_will be_deferred._

The company is obviously_facing a_cash_crunch, but_to_me this is_the key bit
and_why I would start_shopping my resume_if_I were in your shoes. Management
will have known about the cash crunch or should_at_least have_anticipated_it
was_a possibility for a while_now, and should not have_set expectations_that
they were unlikely to meet. The rest of_the_actions look like_prudent cost-
cutting measures, but if you can't trust that_management will honor their
promises today what_guarantees do you_have_that_they will do so_in the future?

As a non-founder (i.e._very low equity upside), it's not_for you to make
compromises to keep their_high-upside baby alive. Put your own_interests first
and find an employer_that doesn't_require you to subsidize their_growth.

Also, if I_had a_dollar for every_time a founder has told me_that funding is
coming_in "months, if not weeks".... well,_you_can guess the_rest.

~~~
confluence
Key_aspect_of becoming_a manager is_making_promises you_may_or may not keep.
They cost you_nothing,_and when they come due it's the_employees who suffer.

~~~
tedmiston
A good_manager_manages expectations when reality_changes.

~~~
confluence
A great manager doesn't make_promises he can't keep.

~~~
flyinglizard
Sometimes, a great_manager needs_to speculate_and do things at uncertainty and
risk, while motivating their subordinates. They_are clearly working to save
the company_in OPs case.

~~~
confluence
Ah yes,_with a_late_June notification.

Maybe communicate_earlier_hmmm?

That would_be better management rather than hold my_beer I'll_probably close
this round while I risk_the livelihoods and futures_of_my rank and file.

~~~
tedmiston
But alas, communicating_earlier is when things have the_most uncertainty. I
have had great_managers_that_set expectations around how much_uncertainty and
change is built-in to what_they're communicating, but_in general, the earlier
they share something, the_more_likely it is to not be_certain_yet, still it's
often useful information to_have.

(I'm_only_speaking in general, not specific_to this situation.)

------
phamilton
There's a quote: "If