Brad Feld has long embraced a simple but powerful principle: give generously without anticipating something in return. According to Feld, this “Give First” philosophy transcends the typical concept of “paying it forward,” emphasizing genuine generosity in expectation that meaningful connections and valuable opportunities will naturally emerge in time.
Having built his reputation as a pioneering entrepreneur and influential venture capitalist, Feld first broke into angel investing in the 1990s. He gained widespread recognition for his refreshingly candid blog, “Feld Thoughts,” which lifted the veil from the opaque world of venture investing, sparking vigorous discussions across Silicon Valley and the broader startup ecosystem. Feld co-founded Techstars and later launched the Foundry Group, a prominent venture capital firm which, after backing hundreds of enterprises over nearly two decades, decided in early 2024 to discontinue raising new funds.
Now, Feld has distilled his decades of wisdom into his latest book, “Give First,” exploring the powerful role of mentorship in career and personal growth. In a recent conversation, he spoke about mentorship strategies, the balance needed to avoid burnout, and why vulnerability remains an underappreciated yet critical attribute for leadership.
Asked why he chose this moment to bring his ideas into book form, Feld explained the timing aligned with his thoughts about moving on from nonfiction writing, as he’d begun considering exploring science fiction. His earliest expression of the “Give First” principle appeared back in 2012 within a short section of his book, “Startup Communities,” originally termed “Give Before You Get.” This principle—encouraging useful contributions without predetermined expectations—has underpinned community building, investments, and personal relationships throughout his career.
Reflecting on a pronounced two-year retreat from public-facing endeavors, Feld admitted he withdrew partly from fatigue and burnout. During that period, he found renewed satisfaction focusing behind-the-scenes alongside his wife Amy, away from broader public attention. When David Cohen returned as CEO of Techstars a year ago, Feld promised to help quietly. That strategic involvement soon reignited his enthusiasm, eventually motivating him to dust off his earlier book draft. On reviewing the manuscript, Feld saw potential and significance sufficient to carry it to completion.
Central to Feld’s current thoughts on mentorship is a nuanced consideration of boundaries. While generous mentorship is valuable, he pointed out that recognizing and protecting personal limits is crucial for sustained well-being and effectiveness. Feld also referenced Adam Grant’s framework—givers versus takers versus traders—as described in Grant’s book “Give and Take,” acknowledging the perils that accompany limitless generosity. Feld argued that although short-term success might favor takers, genuine and sustained success emerges over time when generosity functions authentically without transactional expectations.
Another notable theme in Feld’s philosophy is the mentor’s willingness to humbly admit gaps in knowledge. According to Feld, successful entrepreneurs avoid the damaging notion that experienced people must always have all the answers. Entrepreneurship thrives on rapid hypothesis testing rather than decisively presented but ultimately speculative assertions. Rather, Feld emphasized, experienced mentors should guide, not control, nurturing mentees towards thoughtful commitment rather than directing them explicitly.
For founders facing conflicting advice from multiple mentors, Feld encouraged viewing mentorship dialogue as a set of personal experiences rather than dictates. Conflicting outputs become multiple data points for founders to consider, not contradicting instructions which must immediately be obeyed. The goal, in his view, is synthesis—taking multiple perspectives, weighing relevance carefully within their context, then making informed, self-directed decisions.
Regarding preparedness for mentorship, Feld dispelled the notion that experience correlates directly with mentoring capabilities. Mentorship at its highest level, he contended, transforms into mutual learning between mentor and mentee, becoming peer relationships in the long term. Some of Feld’s most valuable insights have come from relatively inexperienced individuals, emphasizing that mentorship springs from one’s approach and mindset rather than experience alone.
Addressing contemporary disruption—massive layoffs in tech, uncertainty driven by artificial intelligence, and broad economic and societal shifts—Feld asserted that predictive power has significantly diminished. He urged calm amidst volatility, advising caution toward confident proclamations. His hope is less about being proven right and more about spurring thoughtfulness and introspection around enduring principles, even amid uncertainty.
As he reflects on transparency and authenticity, Feld also contemplates his own position in the changing landscape of traditional venture capital. Managing projects and assets created over nearly two decades, he regularly reminds himself and his wife, Amy, of their shared outlook: we all face limited time, and life’s preciousness calls for purposeful engagement. For Feld, maintaining relevance simply for its own sake holds little appeal, advocating instead for meaningful pursuits over the long run.
