Why Startups Hire Too Early: It’s Not About Laziness—It’s About Expanding the Founder’s Comfort Zone

Hey, Mats here! Today, I want to discuss a growing trend in the startup world—hiring too early. Actually, I wouldn't call it a trend, it's a pattern that has been around for decades, and getting out of hand, every time money is cheap and investments found easily. Many startups rush to bring in more people, thinking that more hands on deck will equal faster growth and less stress for the founders. But I believe hiring too early isn’t about being lazy or offloading work—it’s about fulfilling the founder’s comfort zone.

The Perception of Stability

One of the main reasons founders start hiring early is the perceived stability it brings. More people on the team creates the illusion that the startup is growing, that things are moving forward, and that all of the overwhelming tasks will now be handled by someone else or responsibilities and blame, if things go sideways, are shared. But in reality, adding people doesn’t always mean progress. In fact, it often means more meetings, more management overhead, and more time spent getting everyone on the same page.

Instead of simplifying things, early hiring can actually slow you down and waste a ton of valuable money. More people bring more complexity, and unless your startup has a clear structure and processes in place, it can lead to inefficiencies rather than the productivity boost you’re hoping for.

Expanding the Founder’s Comfort Zone

Hiring early isn’t necessarily about avoiding hard work—it’s often about avoiding discomfort. As a founder, you’re wearing many hats: product development, sales, customer service, marketing, and everything in between. It’s natural to feel overwhelmed, and the temptation is to hire someone to take over some of those roles so you can return to your comfort zone—the areas where you feel most confident.

But in those early stages, the discomfort of wearing multiple hats is often where the real growth happens. Stretching beyond your comfort zone forces you to learn new skills, understand your product better, and connect with your customers in ways you wouldn’t if you hired early. It also keeps you more involved in the nitty-gritty of your startup, allowing you to stay close to what’s working and what isn’t.

The Risks of Hiring Too Early

Hiring before you truly need to can also create financial strain. Every new hire comes with costs—salaries, benefits, and the time investment to onboard and train them. If you’re not at the point where you’re generating enough revenue to support those new hires, you could end up burning through your runway faster than expected.

Another risk is misalignment. If you bring on people before you’ve fully defined your product or market, they may not have a clear direction to follow. This can lead to wasted time, confusion, and frustration for both you and your new team members.

When to Hire: Focus on True Need

Instead of hiring to relieve pressure or to make yourself more comfortable, it’s important to hire when there’s a clear, undeniable need. Ask yourself:

• Are there tasks or roles that no one on the team can reasonably handle anymore?
• Will hiring this person directly move the needle on our growth?
• Can we afford to hire without straining our financial resources?

If the answer is “no” to any of these, it might be a sign that you’re looking to hire too soon. Always consider that outsourcing for help or finding agencies for one-time-gigs is expensive, but much cheaper in the long run.

The Value of Staying Lean

At KfzPortal24, we value and embrace being lean. To be precise: 3 people running the show. I was tempted to hire quickly in the early stages to help with the growing workload, but we focused on doing more with less. By holding off on early hires, we’ve been able to stay agile, adapt quickly to market changes, and keep our costs under control. The best thing: without outside money.

When you keep your team small, every hire matters. You’re not just filling a role—you’re bringing in someone who can have a meaningful impact on the direction of the company. That’s why it’s crucial to wait until the right moment, when you truly need someone to help scale, not just to alleviate pressure.

Final Thoughts

Hiring too early is often about seeking comfort, not laziness. It’s about founders wanting to return to their zone of expertise and feel more in control. But in the early stages of a startup, the discomfort is where the magic happens—it’s where founders learn, grow, and stretch their limits. By resisting the urge to hire too soon, you can keep your startup lean, agile, and focused on what really matters: building something great.

What’s your take on early hiring? Have you ever felt tempted to hire just to reduce your own workload? Let me know in the comments!

Until next time,
Mats