Okta CEO Todd McKinnon Says Founders Need 2 Opposing Instincts to Make Better Decisions

Todd McKinnon, the chief executive officer of enterprise software company Okta, has outlined key decision-making principles for entrepreneurs navigating organizational growth, according to a report published by Inc. Reflecting on his personal experiences as a corporate builder, McKinnon underscored that leading an enterprise effectively requires founders to cultivate two seemingly contradictory operational mindsets. The insights, shared in an interview with contributor Dan Schawbel, highlight how executive judgment evolves from early-stage uncertainty into mature strategic command.

According to the outlet, McKinnon noted that the earliest realities of founding a company often run counter to mainstream business intuition. In the formative stages of a venture, leaders routinely encounter market conditions, customer responses, and competitive pressures that defy conventional assumptions. Adapting to those conditions demands a willingness to adopt counterintuitive approaches rather than relying blindly on established playbooks or default managerial instincts that may not apply to an unproven enterprise.

Alongside the discipline of counterintuitive thinking, McKinnon identified a second critical adjustment: ending the habit of excessive deference. The report indicates that early-stage leaders frequently seek validation from outside authorities, whether mentors, board members, or specialized advisors. While gathering external counsel remains valuable, McKinnon emphasized that long-term organizational success hinges on an executive's willingness to trust their own assessment and take final responsibility for organizational outcomes rather than constantly yielding to the judgment of others.

By framing these two instincts side by side, McKinnon pointed to an ongoing tension between remaining open to unorthodox perspectives and exercising firm, independent authority. Striking an effective equilibrium between gathering counsel and avoiding undue reliance on consensus allows executives to move quickly, resolve ambiguity, and maintain momentum during critical phases of company development.

For startup founders, military veterans stepping into corporate leadership, and senior executives, McKinnon's perspective illustrates the nuanced nature of modern executive command. The briefing demonstrates that strategic judgment cannot be reduced to rigid adherence to external advice or stubborn isolation. Instead, leaders operating in complex, fast-changing environments must cultivate the mental flexibility to embrace counterintuitive approaches while retaining the personal conviction necessary to make decisive, accountable determinations.