Happiness
One thing that has dawned on me recently is how much pressure most founders and CEOs are under.
It comes from everywhere. Investors, employees, customers, and the market itself. Expectations do not stay constant, they build. What begins as energy and optimism gradually becomes responsibility and weight.
Over time, that weight changes how people operate.
It narrows focus. It prioritizes what is urgent. It keeps attention fixed on what is next.
And somewhere in that process, something quieter begins to slip.
They stop noticing what it means to be happy.
Not in the larger, more visible milestones. Those still stand out. But in the smaller moments that once carried real meaning. The early signals of progress. The small wins. The things that, at one point, were enough to keep everything moving forward.
Those moments are still there, but they are experienced differently.
In the early stages of building a company, nearly everything feels significant. A new customer. A piece of positive feedback. A small breakthrough after a period of uncertainty. Each one reinforces that something is working.
Over time, those same moments are processed quickly, if they are noticed at all. They are acknowledged and then replaced by the next issue that needs attention or the next objective that has to be met.
It is not a lack of appreciation. It is the result of constant demand.
There is always something else to address. Something that feels more pressing. Something that cannot wait.
So attention moves forward, almost automatically.
What is next. What needs to be fixed. What could go wrong.
And in that constant forward motion, there is very little space left to recognize what is already in place.
Kurt Vonnegut expressed this idea in a way that is difficult to improve upon. He wrote, “And I urge you to please notice when you are happy, and exclaim or murmur or think at some point, ‘If this isn’t nice, I don’t know what is.’”
It is a simple observation, but it requires intention.
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Noticing is not automatic in an environment defined by pressure. It requires a brief pause. A moment of awareness in the middle of everything else that is competing for attention.
This is not about reducing ambition or lowering standards. The demands of building a company remain, and they should. Discipline and focus are necessary.
But there is a difference between being fully engaged and being unaware of what is happening along the way.
Even in the middle of sustained pressure, there are moments when things are working.
A conversation that brings clarity. A team that aligns around a problem. A customer who expresses genuine appreciation. A challenge that once felt difficult becoming manageable.
These moments are easy to dismiss because they are not final outcomes. They are not endpoints.
But they are not insignificant.
They are, in many ways, the experience itself.
The founders who sustain themselves over long periods of time are not only those who execute effectively. They are also the ones who remain connected to what they are building and why it matters.
Part of that connection comes from recognizing progress as it happens, not only after the fact.
It is a small shift in behavior, but a meaningful one.
To notice when something is good.
To acknowledge it, even briefly.
And then to continue forward.
Because those moments are not separate from the outcome. They are the outcome, unfolding in real time.
And if they pass without being recognized, something important is lost.
If this is not nice, it is worth asking what is.
About the Author
Mark Hasebroock advises founder-led companies on growth, leadership, and strategy. He is the Managing Partner at Dundee Growth Partners, where he works with entrepreneurs to scale their businesses, strengthen leadership teams, and navigate the challenges that come with growth.
If you’re looking to improve your business, explore our assessment framework and learn more at dundeegp.com.
