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Help! My Cofounder is Lazy!

This is part one of my 5-part series called “Help! My Cofounder is __________!”

• Edition 1: Help! My Cofounder is Lazy! → This Post

• Edition 2: Help! My Cofounder is a Narcissist!

• Edition 3: Help! My Cofounder is Paranoid!

• Edition 4: Help! My Cofounder is an Asshole!

• Edition 5: Help! My Cofounder is a Diva!

This post will give you insight into what your cofounder is thinking. If you want insight into what your customers are thinking, use Aftercare, my favorite AI-powered survey.

Let’s get into it.

Not pulling their weight. Unequal workload. Cruising, coasting. One-sided effort. Checked out, doing the bare minimum. Lack of work ethic. Excuses.

Sound familiar?

A cofounder who's slacking isn't just showing "laziness" — they might be signaling an underlying issue that, if addressed early, can prevent further breakdown.

Before you write them off for not having that dog in them, let’s first talk about some reasons why your cofounder might seem lazy.

Then at the end, I’ll talk about what to do if they’re actually just a bum.

Lack of Intrinsic Motivation

They don’t just wake up one day and stop caring. It happens gradually when the work starts feeling like a grind, when the next steps become unclear, when excitement fades.

They’ll start rationalizing their disengagement:

"This isn't what I signed up for." "This isn't what I thought it’d be."

Over time, their internal drive weakens because the venture no longer aligns with their personal aspirations. The key is to reconnect them with the "why."

Example: Instead of pushing harder or assigning more tasks, bring the conversation back to the core mission:

"We started this to solve [problem]. What about this still excites you? How can we evolve so it aligns with where you are now?"

This does two things:

• It shifts the focus from frustration to purpose.

• It creates space for them to rediscover or redefine their role.

If their passion has changed, help them find a new angle that aligns with their current values. Don’t wait for disengagement to turn into a full disconnect.

Cognitive Dissonance

Underperformance doesn’t always come with self-awareness.

When your cofounder isn’t pulling their weight but still wants to believe they’re contributing, they’ll justify it to themselves:

"I'm too busy with other things." "The market isn’t right yet." "We’ll get to it next week."

They’re avoiding the discomfort of admitting they aren’t meeting expectations. It’s emotional self-protection. Address it directly, without blame.

Example: Ignoring it lets the pattern continue. Instead, have a conversation that’s honest but non-confrontational:

"I’ve noticed [specific behavior]. I want to understand what’s making this difficult and how we can adjust so you feel fully engaged again."

This does two things:

• It removes shame and makes room for self-reflection.

• It shifts the focus from excuses to solutions.

Ask them what they need to contribute at their best. Whether it’s clearer structure, more digestible tasks, or greater ownership, the goal isn’t to call them out.

Avoidance of Growth

It sounds counterintuitive, but some people fear success more than failure. Growth brings pressure. Mo money, mo problems.

If your cofounder subconsciously fears these challenges, they might “play small” to avoid feeling overwhelmed.

They might not even realize what’s holding them back. Instead of pushing harder, acknowledge the growing pains and reassure them that you’re in this together.

Example: Instead of framing success as a massive leap, break it down:

"Let’s focus on just this next step. We don’t need to have everything figured out today."

This does two things:

• It decreases the perceived risk of moving forward.

• It turns success into a series of small, achievable wins.

When progress feels digestible, fear has less room to take over.

Overload and Burnout

The relentless pace, constant pressure, and emotional toll of a startup can drain even the most driven person. It’s easy to mistake burnout for laziness.

Try to address it early and often.

Example: Ignoring it only makes things worse. Instead, start with a direct but supportive conversation:

"You’ve been running on empty. What’s feeling overwhelming right now? Let’s figure out how to lighten the load."

This does two things:

• It acknowledges burnout as a real issue, not a personal failing.

• It opens the door to solutions or making space for rest.

Burnout doesn’t fix itself. The sooner you address it, the sooner they can re-engage.

Insecurity and Imposter Syndrome

High-achievers aren’t immune to self-doubt. Your cofounder might secretly feel like they don’t belong, as if they’ll eventually be “found out.”

They hesitate because they fear their work won’t be good enough. Avoidance becomes a shield against being exposed.

You have to create psychological safety.

Example: They need to see that self-doubt is normal, even for you. Instead of brushing past it, make space for open conversations:

"I’ve felt that way too. But the reality is, your contributions matter. Let’s focus on progress, not perfection."

This does two things:

• It normalizes their fear and makes it less paralyzing.

• It reinforces that they belong and that their work has real value.

Celebrate small wins. Confidence isn’t built overnight, but consistent reassurance can help them step out of their own way.

If you’ve tried all the above and your cofounder is still slacking, then you might be dealing with plain old laziness.

Make an honest assessment: is this behavior just a phase or is it a persistent pattern?

At the end of the day, a lazy cofounder is a liability. Do they want to build this with you? If not, move on — your startup won’t wait.

That’s all for now,

Tim He

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