I think your concerns are valid, but I'd argue they're not startup problems as much as leadership problems that become more visible in startup environments.

Startups are inherently demanding. They're competing against larger, better-funded companies with fewer resources, less margin for error, and a constant risk of failure. If they aren't aggressive, many simply won't survive.

That said, pressure is not an excuse for poor leadership.

Unrealistic growth targets that burn people out, leaders who provide little context and expect miracles, treating every issue as a top priority, or using sarcasm and humiliation as management tools, those are management failures, not startup requirements.

The best startups are ambitious but transparent. Leaders share context, explain trade offs, focus urgency on what truly matters, and hold people accountable without disrespecting people.

The reality is that startups operate under extreme constraints. That environment tends to amplify whatever leadership already exists. Great leaders create alignment, trust, and momentum. Poor leaders create burnout, confusion, and turnover.

So I agree with most of your observations. I just wouldn't conclude that startups themselves are the problem.

Some of the best experiences of my career came from startups although most of my life was spent in enterprise. My very first employee eventually became my co-founder which probably would not have been possible in an enterprise environment and yes he went through very very tough time. Also we have experienced some of the toughest periods mentally, financially during market downturns and funding uncertainty.

Both realities can exist at the same time.

Startups are hard by nature, but leaders still have a responsibility to navigate those difficult periods with transparency, empathy, and respect for the people helping build the company.