I’m pretty convinced that a sign of us living a good life is when all days seem to be created equally. When a Friday is equal to a Tuesday is equal to a Sunday is equal to a Monday. Entrepreneurship is about a lot of things; achieving something, recognition or maybe even wealth accumulation. But surely it’s about what the actual days feels like. Does it feel good in itself, or is it only serving those achievement type things mentioned above? When generating our next startup idea maybe we need to add another criterion to the expected market demand and business model considerations:
Would we be happy spending the 300 Mondays doing this?
If the answer to this is yes, then maybe the other factors don’t matter as much as we thought.
When we are forging our own path in life and in business, doubt is the key enemy. It’s even bigger than fear. The reason it is a serious enemy is because doubt always happens before fear does. So when we sense self doubt, we need to fight it and forge ahead, or fear might just take hold. We must ensure we don’t stop what we are doing. We need to keep writing, keep coding, keep building, keep creating and just keep doing whatever it is we ought be doing.
Even when we are not sure of the next steps. Even when we can’t see where we are going – we must continue to move ahead. It’s a bit like walking in the fog – the path only reveals itself if we continue walking. If we instead stand still, nothing is revealed
Old school, and still cool, business coach Brain Tracy has an important question we should ask ourselves:
“What type of company, would my company be, if everyone in it, were just like me?”
Now, on the face of it it seems like a simple prose. How hard do we work, what kind of effort do we put in, how do we treat people and would we like others to behave the way we do. Honest answers to this question can be revealing. And it’s a damn good question to ask ourselves frequently.
But it goes one layer deeper. When we bring in new people to our startup, do we really need more people like ourselves? Do we really want another person who thinks like we do, acts like we do, has the same skills that we do and approaches things in the same manner? Or do we really need someone who is juxtaposed to ourselves?
The real challenge here is knowing where the similarities and differences are needed. And while that is a decision that only the startup founder can decide here’s a nice starting point: Alignment of philosophy and attitude is far more important than that of capability and aptitude.
If you, like me earn your living through intellectual or emotional labour (read you don’t lift heavy things) then it’s easy to mistake the former for the latter. It’s easy to think there is a physical limit in our output capabilities, that there are only so many intellectual calories available to be burnt. And because of this we should probably save ourselves, just a little. Play it on the safe side so we still have some brain juice left for the important moment, the moment that really matters.
I used to think that too. But here’s what I found. The more I do, the more I can do. The more creative output I have, the more creative output I come up with. It feels like (at least to me personally) that the more I do, the more I receive back from the creative process. As if there is a creativity multiplier effect. I was was recently scrambling to finish the manuscript for my first book. During the process I was worried that blogging might interfere with the thoughts available for the book. I thought I should save my best work. I didn’t want to waste words on the non vital project. But what I found towards the end, was that the more I wrote the more I had. I just started pumping out the blog entries anyway, and on these days I had the largest and most prolific output for the book. It was counter intuitive to me.
The lessons for me is clear, the more we create, the more we can create. And as far as modern day work goes, it’s important we don’t confuse our physical limitations with our creative possibilities.
If you want to work with someone, or for someone, people falsely believe that they have to ask for permission. That they need approval to start working with those who inspire them. The opposite is true and if we really want to work for someone, then all we need to do is start working for them. Start being a resource and creating value to what they do. It’s probably the best way to end up doing business with someone. To prove your capability, to demonstrate effort and to do it without asking for anything in return in the first instance. To be the resource.
I recently happened upon a great example of it. Aspiring advertising graduates went right ahead and did that for Tesla Motors. Here’s an advertisement they created below.
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The interesting thing is that it got a all the way to Elon Musk.
Just think about it, they’d never be able to get a meeting with him, to pitch an idea for an advertisement (mind you Tesla does not do any traditional advertising and does’t really need it – which is what happens when you make great products). But the lesson here is a vintage case of modern day bootstrapping. If we have resources at our disposal for connection and creativity, there’s nothing stopping us from using them. It’s those who create first without asking for anything who win respect and future opportunity.
This is a favourite saying of companies pretty much everyone whose ever given advice about anything. But as we know, advice is a form of nostalgia, and while nostalgia can conjure important and worthy emotions, it’s not something to live a life by. Personally I believe that encouraging anyone to not make the same mistake twice is bad advice. Any skill I’ve mastered, which was worth mastering involved me making the same mistake over and over again. Repeating the error until I had got it entirely out of my system.
A better version of this advice is as follows: Making the same mistake is fine, so long as you are making it on purpose.
While success is a relative term, there is a simple way to know if we’ve built something we can regard as a huge macro success. And that is when others are claiming derivative success within the platform we have created.
Examples could include:
- A top downloaded iPhone app
- X million views for a Youtube video
- A featured post about your project on Boing Boing
- Being person X on platform Y
Once someone can be regarded a success because they have used what we’ve built well, that’s when we know we’ve really changed the world.
Today is a hot day in Melbourne 34 degrees celsius or 93.2 degrees fahrenheit. It seems though it is never too hot to retail coffee in our fair city of Melbourne. Looking for a java fix I quickstepped down to the nearest caffeine haunt in docklands. I happened upon a new outfit called Cafenatics. Their coffee and food were both good. Their outdoor air conditioning was the total bomb. I freaking loved it.
They had set up a nice water misting system in both their outdoor dining area and even inside. It was just perfectly soft so that you didn’t feel wet, just cooled down. So amazing, I tweeted about it, posted in on Foursquare and even made the effort to write this and share some pictures of it (below). A simple idea I’ve never seen before.
The thing I like just as much is that this is clearly not a new technology…. the Romans probably invented it. Proving again that innovation is an attitude and there are probably a thousand low cost ways any of us could employ tomorrow to wow people. This certainly got me talking.
The curious thing is that, their coffee is what I came for, and their mist cooling system is the story I left with.
A business plan is not a user manual. It’s not a map of a defined territory and it’s not a even a vision of the future. At best it is a contention of how we may be able to get things done. Because of this, we need realise it can and should be revised as soon as it is unproven. Yes, we should give it a chance, execute against the contention, but remember it is only as valuable as the results it generates. We can throw it away, draft a new one if needed.
While important, a plan must serve us. We ought not serve it.