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One day, when my son was two years old I got a call from a friend of mine that needed to meet me right away. But there was a problem. At that time, my wife was out meeting a client, and our nanny had gone home early. So I had no choice but to bring the little one with me. The other problem was that he was still wearing his pajamas. For some reason I had this weird idea that taking him out in his PJs wasn’t acceptable. What ensued was a very long and draining battle to get him out of his PJs and into his day clothes. The battle lasted over half an hour and left both of use exhausted. About a week later, the same situation presented itself: I had my son with me (yes, wearing his PJs) and I had to leave the house in a hurry and bring him with me.

Now, my first instinct was to reach for an outfit and get ready for another “battle”. But before I could reach him, a thought came rushing into my mind: “I have two things that I’m trying to accomplish: 1) Get him out of his PJs and dressed and 2) Get out of the house with him ASAP. Now, which one of these two is the most important? In that instant, I finally understood the true meaning behind the saying: “Pick your battles.”

Budget	Schedule
Features	Quality

Now, you might be wondering how does this story relate to startups. Simple: In every startup there will always be multiple things that need to be done, and in our entrepreneurial OCD minds (lets face it, most entrepreneurs are!) they all seem equally urgent. Most of our first reactions will be similar too: how do I get them all done at the same time? Then we’ll proceed to flip out, stress and waste incredible amounts of time and energy trying to figure it out. This is ludicrous, because rarely, if ever are we in situations that will require us to complete all the tasks in parallel.

If you take an honest look, you will realized that the need to get it all done-right-now is more like a beautiful mirage than an actual helpful oasis. Look closer…closer… and you will see that there will most likely be one truly important task that needs to happen right at this very moment (in my case, it was leaving the house!). Usually a good way to find out which task is most important is by asking: Which of this task, if it doesn’t get done now, will keep me from completing the other ones?

In my current startup, most of our done-right-now tasks fall into one of these categories: 1) Budget 2) Schedule 3) Features or 4) Quality.

Like most all other startups out there, we want to hit high marks in all these categories. We wan to: Be well under budget (our investors will love us for this). Hit our release date (our investors AND users will love us for this). Have the most features (the only way to crush our competition…. NOT!). Have no bugs in the system (just like the other “startup” up in Redmond). And we want all this to happen by the time we release our Beta MVP.

But we are a small team (Mr. Smith and I) and know that this is far from realistic. So we had to make some decisions. For us, being self-funded, it was a no brainer. We had (and still do) to be within our budget. That was and still is our most important decision driving point. We know that if we run out of the little cash that we have for our venture that non of the other three points will matter. Sure, we still want to have our cake and eat it too, but that’s just not realistic. And nothing teaches you better the definition of reality than self-funding and bootstrapping your own startup.

So, being on budget became our do-it-now driver. Because, if we don’t pick this battle first, then we’ll never get to the other ones (i.e. delivering on schedule, features, quality). And, as any good General will tell you: winning a battle doesn’t win the war. You need to win all the battles (or at least the bigger, most important ones) to win the war. So start by winning the first battle. But choose which one to fight first you must, so do that carefully. Also, remember that it is the aggregate of multiple successful battles that bring the desired outcome. And, picking which battle to fight first doesn’t mean that the other ones don’t need to be fought. You will need to be able to extract multiple victories across multiple fronts in order to be ultimately triumphant!

Truly successful startups aren’t successful because they’ve launched a great product. Launching a great product is the end result, a visual manifestation of a company that has already become successful at mastering the art of “picking the right battles in the right order”.

Which battle will you pick next?

Recently I’ve been reading a lot about how to pitch a startup. But it wasn’t until I found this video that all started to make sense… well, sort of.
 

The scary part is that this video is not too far off from reality!

It would seem that the web is ablaze, once again, with a lot of buzz going around about “real-time” companies and services trying to ride the ‘old-buzz‘ in an attempt to get their 15 xx (insert your favorite time-frame here) of fame. Funny thing, because if you were to believe all the hype that these companies are generating, you’d start believing that someone has invented a time-machine to get the news and data before they happen so then they can be served in “real-time”. Much like when Biff Tannen gave his younger self a copy of the Sports Almanac.

I know we’ve made a lot of great technological advances in the last few years, but we are yet to invent the time machine (unless your name is Dr. Emmett Brown)

So, please stop calling it “real-time”. Unless you drive a DeLorean that can go at 88 mph and go Back to the Future, it is not.

DeLorean

Applied to the latest social-media tool and social-networks site, the term attempts to connote a sense of immediacy and proximity that modern technology and our current understanding of the laws of physics can not realistically provide for.

But the problem is not the technology or the services that these companies attempt to provide. The problem is our pressing need to over-hype and super-buzz our language in an attempt to impress. But these “impress” attempts are based on the “pop-corn” model: full of hot air and not enough substance. And as the year 2001 clearly proved, following the “pop-corn” model, however tasty at the moment, is a recipe for disaster.

The good news is that we’ve been there (2001), done that. And most of us not only remember what happened, but we’ve actually learned the lessons (I hope) And this is one situation where we don’t need to go Back to the Future to avoid the consequences of our Present.

Imagine this…

You are in racecar, driving at 100 mph and you are in x place (but not in first).

All of the sudden, you start noticing some vibrations in the car.

At first you try to dismiss them as little bumps on the road. But then, the vibrations start to get stronger and stronger, making driving and staying in control almost impossible.

100 mph

What do you do?

You could speed up…. Hmmm… stronger vibrations and some parts of your car start flying off. If you keep going like this there’s a good chance that you won’t finish the race and might not even survive another lap.

What do you do?

You could slow down…. Hmmm…. if you do, then there’s not a chance to catch up to first place and win.

What do you do?

You stop. You pit out!

Pit stop

That’s right, you STOP!

Ask any experienced race car driver and he/she will tell you that most races are won not just by going fast and having nerves of steel, but by knowing when to stop. Stopping at the correct times allows you to make adjustments and corrections before they become “life threatening” issues. It’s on the pit where your entire support team is at and where the best assessments as to the current situation and best course of action can be determined and implemented. Even though you are alone in the “car” you are not alone in the “race”. Your entire team is in it with you, and you need them as much as they need you in order to win. Yes, racing and building successful companies are team sports!

So, if it feels like you are starting to lose control and may not make it another lap around, consider stopping. It may not only save your life (if you are heading for a crash as your car/company starts to fall apart), but it may give you a new fighting chance. Some people call it “the pivot”, some call it “regrouping”. The fact is that something has to change. You cannot continue moving forward this fast and this out of control.

You’ve built a team around you to help you win. When those vibrations start to make the going get tough, the only way they can help you is if you stop and pit out. This gives the chance to the entire team to assess the situation, and how to best correct it and send you back out on the race with a winning chance.

Stopping is not a sign of weakness, lack of drive or commitment. In fact, it’s a sign of strength and focus. A mind that is present and focused on the task at hand, is better equipped to anticipate the need for the stop even before the first signs of trouble present themselves. Thus, saving you precious time, energy and resources, three things that are always in short supply in a racing situation (and a startup is exactly that: a race to execute before you run out of those three elements). Most of the time, the winning teams are the ones who best manage and balanced these resources.

If you stop, what’s the worst thing that can happen? You don’t win the race? I’m willing to bet you money, that if you continue driving, regardless of how hard or fast you drive you won’t win anyway and you may face terrible consequences. Something tells me that deep down, your gut is telling you the same. So listen to it.

Now, start to slow down. As you do, you’ll be able to regain some control. Good! You see, it’s not that hard.

Radio up your team and let them know that you are coming in. Once you get to the pit, stop and work with them to resolve the problems and set a new strategy.

Are all systems working? Are you, your team and car/company firing on all cylinders? Good. Step on the gas and go. You may not win the race but at least now you have one more fighting chance!
—

Note: Notice that when I set the scenario up, I said that you were in x place but NOT in first. Why?

Well, if you are in first place, chances are that you and your car/company are performing at 100% efficiency, and sans some unforeseen tragedy, are probably on your way to a win. But at some point in the race, even you had to pit out to refuel, regroup, and make some minor adjustments. And, it’s very likely that this very same action of stopping at just the right time, gave you the extra edge to finish first!

I’ll see you on the racecourse.

The other day I came across two quotes that left me completely bewildered. I was bewildered not because I didn’t understand them, but because they shown a lack of understanding, vision, imagination and questioning of what is and what should be. And the worst part is that I know many, many people who repeat these two quotes on a regular basis as if they were some magic spell or New Age way of managing a business. And they are not! All they do is mask more serious issues and questions that should be addressed in a direct manner at every step of building or creating a new product or service. They are empty words lacking actionable power and guidance. Accepting their ‘wisdom’ at face value and expecting that they will lead to a successful and long lusting business is the same as thinking that you can solve an algebra equation by chewing gum.

Without any further due…

Go Build It!

Build it and they will not come: Oh, really? Well, duh! Ok, fine. Yes, it’s true: just building or creating a product or service is no guarantee that anyone will want to buy it. But what’s the option? Not to build it? If you don’t then there’s NO business, period! So clearly, not building it is not an option (at least not a good one). Thus the quote as it is written is empty of actionable value and pointless. You have to build it, you have no choice. You didn’t go into business to “do nothing, build nothing”. Most likely you went into business because you either have a crazy idea that you can’t get out of your head until you build it or you’ve identified a problem with a large enough user-base and think that you have a solution for it. Either way… you are in business to build it! So go ahead, make “your day”! If you don’t, then the quote becomes a self fulfilling prophecy even before you get started. If you build it, what’s the worst that it can happen? That “they” don’t come? Hmmm… well if you don’t build it, for sure “they” won’t come.

Let’s turn this empty quote into an actionable statement/question:

• How do I build it so they come?

But lets not stop there. Why? Because we don’t only want users to come… we want them to buy too. So let’s add:

• And buy it?

Now you have a product that solves someone’s problem in an efficient manner that’s worth paying for. But this only will get you so far, so many customer and so much money. It’s in the last part where the magic happens…

• And they tell all their friends about it?

Ok, so may be this is not much of a quote, but it’s one heck of actionable question/statement to help you build a solid product or service:

“How do I build it so they come and buy it and they tell all their friends about it?”

We can distill this statement into three actionable steps:

1. Concentrate on the core problem that you are trying to address/resolve/fix for your target users/market. Everything else is noise!
2. Implement a solution that in the words of Arthur C. Clarke is “indistinguishable from magic.”
3. To borrow/steal from Seth Godin: Make it a Purple Cow. Why? Because when you see one, the first thing you want to do is tell all your friends!

In the words of William Shakespeare: “To build or not to build? That is the question.” And the answer is simple: YES! Build it. You can’t afford not to!

Am I doing what’s good or what I’m good at: This quote really scares me, because the understanding is that you should be doing “what’s good” for the company. But what’s the value in doing “what’s good” if you are not “good” at it? If the most important thing is to do what’s best for the company but you are not the best at it, then by simply attempting to do “what’s good” you are in effect doing “what’s worst” for the company. What’s best for the company is adding value to it and you can only add value to it if you are doing for it what you do best. Attempting to do “what’s good” when you don’t have the right skills can end up in a worst situation than if left alone. Instead you should be focusing on what you are “good at” and then finding a way to use your particular set of skills to add value to your company, its products or services. If you want proof that doing “what you are good at” is indeed the best thing you can do for your company, then you don’t have to look any further than a professional sports team. Why? Because in a top performing team, each player (i.e. employee) as a specific position to cover and task to accomplish. And they are put in these positions because that’s what they are best at, not necessarily what’s best for the team. You wouldn’t expect a three-point shooter to be a great rebounder or a filed-goal kicker to be a great defender, would you? They have special and specific skills that they bring to the team and they add value by doing what they do best. It’s the collective actions of each team member doing what they do best that results in doing what’s best for the company.

Another good reason to do “what you are good at” instead of “what’s good” is that you’ll never stand out doing “what’s good” if you are mediocre doing it. You might get a pat in the back and a ‘good job’ here and there, but your contribution will be soon forgotten. Your only chance to stand out, to be what author Seth Godin calls a ‘linchpin‘ is to do what you do best!

I recently had the opportunity to interview at an up-and-coming Internet startup near my home in the Bay Area.

It was at a company that has had quite a bit of “buzz” in the technology blogs and I was pretty excited about the opportunity.

It was your typical interview with your typical interview questions (we’ll cover those in another post).

I met with two member of the development team and we had an energetic and stimulating conversation about their product, the challenges and where my help would be needed the most.

After about an hour, they said that they didn’t have any further questions, that they’ve enjoyed meeting me and that they’d be looking forward to working together.

Ok, that sounded pretty good… as good as a “potential” offer can get without the offer.

Next came the VP of Engineering (i.e.: the “decision” maker). Again, we did the usual interview dance…

What are your strengths?
What are your weaknesses?
How do you get along with co-workers?
Do you mind working late nights?
Etc…

I must have been a pretty good dance partner because after another hour or so he said that he thought I’d be a great fit for the team and the company. He said that he had a quick chat with the other two guys from my previous interview and that the feedback was really good. OK, offer’s on the way….

Everything would have been great if we had ended the interview right there. But there was one problem… he asked me if I had any questions for him.

I said “well I don’t know if it’s a question or a request?”
He gave me a look as if to say: “there’s nothing you can ask me that I haven’t heard before. Go ahead and ask.”
I paused for a moment and then, in a very casual tone, said “can you make me laugh?”
He gave me the ‘dear in the headlights’ look. I guess there were questions that he still hadn’t heard.

I tried to throw him a lifeline: “do you know any good jokes?” I guess it was the wrong lifeline.
He asked me if I was serious. What could I answer to that but the truth.

“Yes, I am.”

Well, in a hurry he found a way to excuse himself. He told me that they’d be in touch and left the room. Two minutes later the secretary came to escort me out.

Well, you can probably guess … I never heard back from them again.

However, I did hear back from the recruiter that had gotten me the interview. He wasn’t amused by what he heard from the manager and probably the fact that I’ve cost him a nice finder’s fee did’t give me any extra “sympathy” points.

He asked me if it was true that I’ve asked the VP of Engineering of this “well-known” startup to “make me laugh.”

Again, the Truth should set you free: “Yes I did!”

So in his very “Hi I’m a Technology recruiter”, very serious (as in: “don’t f@*k with me”) tone asked me: “WHY? Do you think that’s an appropriate question for a VP of Engineering?”

I blew the interview and I'm happy I did!

OK. Enough story telling and dialogues recounting… Yes I did ask the question. Yes I knew ,and KNOW, that’s not your ‘typical’ interview question and I most certainly knew it was, most likely, going to cost me the position. So why did I ask anyway?

Because I needed to make sure that the team and the company were a good fit for me too!

Here is something that, I think, most of us have forgotten about interviews and jobs:

Whenever we go to an interview, it’s not just them interviewing us, we are also there to interview them. Do you really take whatever the recruiter or the ad on CraigsList says about the job and the company as the truth, the whole truth and nothing but the truth? I don’t! Usually, after just a few minutes of interviewing I have a pretty good idea about the opportunity, whether it’s a good match for me and if I’m the right person for it. So at this point I see no reason for continuing to discuss technical “details”. Let’s get to the heart of the matter: is this a good “personality” fit for both sides? Will we enjoy working together (and have fun while we are at it)?

I know that working hard (specially at an up-and-coming startup) is unavoidable but, in my book, having fun is mandatory! And I needed to find that out during the interview. That’s why I asked the question. Once I take the job is too late. If I’m going to be surrounded by long faces and people that take themselves to serious and can’t put some fun, laughter and enjoyment with the long hours, then Thank You but no Thank You…I don’t want in.

We could argue for hours if there was a “better” way or question to find this out, but we won’t. The truth is: I knew I was going to put the VP on the spot and probably make him a bit uncomfortable (VPs always take themselves way to serious!). And that’s exactly what I wanted to do. Not out of ego or to get a reaction, but to have him (my “will be boss”) show me his “true colors”. And he did. He told me, without saying it, that laughter and fun are not part of his company’s culture. Again, not what I’m looking for.

Now, I am not passing judgement on this person. I know (I’ve done my research) he’s extremely smart, a very good VP of Engineering and very successful (and I could have learned lots from him too). And I’m sure this company will be very successful in the near future. I just refuse to accept the idea that work is “work” and it can’t or shouldn’t be fun. That’s wrong! I know, personally, that I do my best work when I’m having fun, because, if I’m having fun then I’m not working or just doing my “job”. And the only thing that I want more when I’m having fun is to have more of it! Work and fun are not mutually exclusive!

So, do I regret asking the question and not getting the job? Not one bit. Would I do it again? Yes, in a second. Do I recommend others trying similar tactics? Well, that depends… if you know what you want and what’s important to you in YOUR life, then there’s nothing wrong to ask for it – even if it means not using “standard” interview techniques. The worst thing that can happen is that someone says “no” or doesn’t make you an offer. And that’s ok. That’s a price that I’m willing to pay if it helps me find, not just the right professional opportunity but also the right “culture” where I’m allowed to have fun while contributing to the company’s goals. Just do it with conviction.

NOTE: “will be” recruiters, VPs of XX, interviewers, etc if you are reading this line it means that you’ve read the post. So consider yourselves to be forewarned. This way, you won’t give me the “dear in the headlight” look when I ask you “CAN YOU MAKE ME LAUGH”!