"In the early days I would often let potential customers think we already had a feature they wanted and, if they signed, would come back to the team and say “we’ve got to build this before they launch!” No harm, no foul, I thought, so long as we knew we were able to build the feature before they started using the product. This is a tactic commonly suggested by lean practitioners. My co-founders, though, would often frown on this behavior, worrying it was unethical, causing a huge amount of tension to grow beneath the surface."
Mistakes You Should Never Make
This is incredibly key. Having a cofounder come back after a meeting with clients or investors and re-prioritize features—or, worse, the whole product road map—is the biggest single moral-killer outside of actual layoffs or bad working conditions.
This behavior is almost unethical—not because the founder is being dishonest with customers; they might get the feature done in time. But the founder is ignoring and devaluing their team, who have likely already set up a thoughtful product feature road map that is being ignored.
(This assumes you have a product road map, of course. If you don’t, then by all means build out a product piecemeal based on potential customer whims; it’s as good a goalpost as nothing. But instead of more customer meetings, you should likely sit down and figure out what you’re doing.)