I’ve been very open about my struggles with depression over the years. A few weeks ago, I participated in a Q&A with Greg Avery at the Denver Business Journal titled Brad Feld Q&A: Bringing depression out of the shadows in startups. It was part of a more extensive series on depression, entrepreneurs, and startups.
Since I’m still getting emails about it, I thought I’d republish the Q&A here.
Q: How common is the issue of depression in the startup world?
A: Very common, although it is rarely discussed. While the line between stress, deep anxiety, and depression often blurs, most entrepreneurs struggle with broad mental health issues at various points in their lives.
Q: How hard was it to acknowledge your struggle to yourself? And how hard was it to explain it to your partners and your peers?
A: Initially it was extremely hard. When I was in my mid-20s, running a successful company and clinically depressed, I was afraid to talk to anyone other than my psychiatrist about it. I was ashamed that I was even seeing a psychiatrist.
I was afraid people wouldn’t take me seriously, or would stop respecting me, if I talked about how bad I was feeling. The only people I talked openly about it with was my business partner, Dave Jilk, and my girlfriend — now wife — Amy Batchelor. They were amazingly supportive, but even then I was deeply ashamed about my weaknesses.
Q: When did you start to be so open about it?
A: After I became depressed for the second time, in my mid-30s — in 2001 just after Sept. 11 through the end of the year. The last three months of 2001 were awful for me after an 18-month stretch from the peak of the Internet bubble — spring 2000 through Sept. 11, 2001. That was a relentless slide downhill on all fronts.
Sept. 11 was the trigger point for this depression. I was in New York City after a red-eye from San Francisco, landing at 6 a.m. on 9/11. I was asleep in my hotel room in midtown [Manhattan] when the World Trade Center towers collapsed. While I was never in harm’s way, I was terrified, exhausted, and emotionally distressed.
Once I got back to Boulder, I didn’t travel for the rest of the year. In 2002, when most of my VC and entrepreneurial colleagues were having a terrible year, I acknowledged how much I had struggled in 2001, although I was still relatively discreet about it.
When I got depressed again at the end of 2012, I was open about it this time as it was happening and throughout the process. I knew at this point how to handle it and that it would pass.
I also knew many, many entrepreneurs also struggled with depression but, like I had been earlier in life, were afraid to discuss it.
Q: How much does the issue of mental health differ in startups from the world at large?
A: In general, I don’t know. But leaders and entrepreneurs are programmed to “never show weakness,” so I expect there’s much more pressure to keep it hidden and suppressed, which if you’ve ever been depressed, can make things much worse.
Q: Looking back, how much has your work, or work style, been a factor in your depression?
A: There are many things about my depressions that I still don’t understand. I have been able to identify trigger points for the various depressions, which include physiological exhaustion, boredom, and major life changes [divorce, dropping out of a Ph.D. program].
Most recently, things started with a 50-mile race I did in April 2012 that I never physiologically recovered from, followed by a near-death bike accident in September 2012, a very intense stretch of work which included writing two books in the midst of everything — Startup Communities and Startup Life — the death of my dog, and ultimately a kidney stone that required surgery.
At one level, I was exhausted. I was also bored — my work was fine, but I wasn’t learning very much. I’m hugely intrinsically motivated and have always believed that I’m fueled and motivated by learning. In this case, I was teaching a lot, mostly around Startup Communities. But I wasn’t spending any time learning. After coming out of the depression, I realized this was a huge part of things and have subsequently redefined my intrinsic motivation as a combination of learning and teaching. Now that I’m 49, I realize this makes a lot more sense.
Q: How well does the startup and VC world handle issues of mental health? What would you change about it?
A: Until a few years ago, we generally sucked at it. The philosophy around leaders and entrepreneurs never showing weakness dominated and we were told never to let ourselves be vulnerable. Fortunately, leaders like [venture capitalist and professional coach] Jerry Colonna have helped many leaders and entrepreneurs understand the power of being vulnerable, and we now at least have an open and productive conversation around it.
Q: Can an executive afford to show any vulnerability and still hope to succeed in leading employees and attracting funding?
A: Yes, absolutely. It’s all about culture, style, and self-awareness. And it’s much easier to be yourself, allow yourself some vulnerability, intellectual, and emotional honesty on your path to being a great leader.
Q: What would you say to a founder who’s grappling with depression but feeling their success might hinge on not letting it be known?
A: I mostly try to listen, be empathetic, and introduce the person to other peers who have struggled with the same thing. I talk openly about my experiences, but claim them as mine, rather than suggest that there are generic solutions.
When asked directly what to do, I offer opinions, but I don’t lead with them, nor do I expect that I will — or that I can — solve the person’s problem. I can simply be a resource for them.
Q: Have you actually had these conversations?
A: I’ve had these conversations many, many times.
Q: What do you suggest to people who need help?
A: Talk to your mentors, your peers, and your partners. Take the risk of being vulnerable.
Q: Are there resources you’ve discovered that are particularly geared or well-suited to entrepreneurs?
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This story originally appeared on Brad Feld. Copyright 2015