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How listening to our 4.1 million users inspired a new product idea




Years ago, I was waiting in line at a paddle sports shop.

People were renting kayaks and canoes and getting fitted for life jackets. It was a brilliant, sunny day and the air buzzed with excitement.

On the back wall, I noticed a framed print that read:

“We don’t sell boats. We sell time on the water.”

Clever — and true. People don’t desire products, they desire feelings that products give them.

Across every industry, almost nothing will have a bigger impact on your business than listening to the people you serve.

When you listen to your customers, you can create new opportunities on your own terms, instead of fighting for space in a crowded ring.

And it starts with what you’re really offering:

Define your true value

In a 2013 memo, Slack CEO Stewart Butterfield outlined his vision for the product just two weeks before its preview release.

He reminded the team that they were selling organizational transformation, not software:

What we are selling is not the software product — the set of all the features, in their specific implementation — because there are just not many buyers for this software product.

We’re selling a reduction in informational overload, relief from stress, and a new ability to extract the enormous value of hitherto useless corporate archives. We’re selling better organizations, better teams.

That’s why what we’re selling is organizational transformation.

Five years later, Slack, the fastest growing business app of all time, has 8 million daily active users. Staying laser-focused on their true value has helped the company to achieve rapid growth and adoption.

And while Butterfield’s memo makes sense in hindsight, it can be surprisingly tough to uncover your distinctive value; your version of  "time on the water".

That’s because you’re too close to the product or service. You and your team are probably worried about micro-interactions and how the branding looks online.

Here’s where listening comes in.

Go deeper, not wider


And don’t let success become a catalyst for failure

Once you understand how your product functions in the market, it’s easy to get stuck. After all, you’ve found a fit. People want and need what you’re creating.

That’s when you have to listen even closer. You have to hear what people want, sometimes even before they’ve figured it out for themselves, and then deliver by going deeper — not reinventing your whole product.

Essentialism author Greg McKeown has spent nearly two decades studying what prevents capable people and organizations from reaching the next level. The surprising answer? Success.

When your product is doing well, that success naturally reveals fresh opportunities and directions that can diffuse your original focus. As McKeown explains in a short video,

"Success becomes a catalyst for failure, because it leads to what Jim Collins called ‘the undisciplined pursuit of more.’ The antidote to that problem is the disciplined pursuit of less, but better".

Now it’s time to narrow in on what matters most. If you’re struggling to find that focus, McKeown says you probably need more space and time.

Tune out the noise. Listen to yourself, and the people you’re working so hard to serve.

"When people have the chance to think,” McKeown says, “they can easily discern between what’s essential and what’s not… We need to develop a routine that enables that space to think. In a world where we have so much information, we need more time to think and process it, not less".

This smart advice applies to customer research as well.

As more people request features, offer (sometimes contradictory) feedback, and contact support teams, you need to set aside additional time to listen to your users — to thoroughly understand how they use your product and what they’re trying to accomplish.

The more success you achieve, the more you need to formalize your listening with dedicated user research and interviewing processes.

I’ll write more soon about our user research approach, but here are some initial questions to help you get started.

Five questions that can uncover new opportunities

Talk to your customers as often as possible. Listen closely. If you’re not sure how to probe beyond basic use cases and find hidden needs, ask people:
  1. What do you often struggle to do or accomplish?
  2. Where in your workflow do you or your team often hit roadblocks or frustrations?
  3. Where in your processes do you stop using our product and switch to a different platform or service?
  4.  What would make your work life easier — on a daily, weekly, monthly, or quarterly basis?
  5. What would you like to spend less time doing, or what do you wish someone would do for you?
Start by establishing your true value proposition. What needs and desires do you actually help people to fulfill?

That’s where you have the opportunity to become not just helpful, but truly essential.

Then, keep listening. Watch for even the “small” opportunities that keep popping up, and go deeper to help your customers experience, accomplish or learn even more.

Just like Slack, being customer-centric will help you to define a new market instead of battling it out in a large, well-defined space with clear incumbents.

Take JotForm. We could stay in the well-defined data collection market and compete with dozens of other online form builders. But we don’t.

Because, we don’t provide online forms. We make organizations more productive.

If you listen, they will tell you: focus on the customer, not the competition.


What Kids Need to Learn to Succeed in 2050




Humankind is facing unprecedented revolutions, all our old stories are crumbling, and no new story has so far emerged to replace them. How can we prepare ourselves and our children for a world of such unprecedented transformations and radical uncertainties? A baby born today will be thirtysomething in 2050. If all goes well, that baby will still be around in 2100 and might even be an active citizen of the 22nd century. What should we teach that baby that will help them survive and flourish in the world of 2050 or the 22nd century? What kind of skills will they need in order to get a job, understand what is happening around them, and navigate the maze of life?

Unfortunately, since nobody knows what the world will look like in 2050 — not to mention 2100 — we don’t know the answer to these questions. Of course, humans have never been able to predict the future with accuracy. But today it is more difficult than ever before because once technology enables us to engineer bodies, brains, and minds, we will no longer be able to be certain about anything — including things that previously seemed fixed and eternal.



A thousand years ago, in 1018, there were many things people didn’t know about the future, but they were nevertheless convinced that the basic features of human society were not going to change. If you lived in China in 1018, you knew that by 1050 the Song Empire might collapse, the Khitans might invade from the north, and plagues might kill millions.

However, it was clear to you that even in 1050 most people would still work as farmers and weavers, rulers would still rely on humans to staff their armies and bureaucracies, men would still dominate women, life expectancy would still be about 40, and the human body would remain exactly the same. For that reason, in 1018 poor Chinese parents taught their children how to plant rice or weave silk; wealthier parents taught their boys how to read the Confucian classics, write calligraphy, or fight on horseback, and they taught their girls to be modest and obedient housewives. It was obvious that these skills would still be needed in 1050.

To keep up with the world of 2050, you will need to do more than merely invent new ideas and products, but above all, reinvent yourself again and again.

In contrast, today we have no idea how China or the rest of the world will look in 2050. We don’t know what people will do for a living, we don’t know how armies or bureaucracies will function, and we don’t know what gender relations will be like. Some people will probably live much longer than today, and the human body itself might undergo an unprecedented revolution, thanks to bioengineering and direct brain-to-computer interfaces. Much of what kids learn today will likely be irrelevant by 2050.

At present, too many schools focus on cramming information into kids’ brains. In the past, this made sense, because information was scarce and even the slow trickle of existing information was repeatedly blocked by censorship. If you lived, say, in a small provincial town in Mexico in 1800, it was difficult for you to know much about the wider world. There was no radio, television, daily newspaper, or public library. Even if you were literate and had access to a private library, there was not much to read other than novels and religious tracts. The Spanish empire heavily censored all texts printed locally and allowed only a dribble of vetted publications to be imported from the outside. Much the same was true if you lived in some provincial town in Russia, India, Turkey, or China. When modern schools came along, teaching every child to read and write and imparting the basic facts of geography, history, and biology, they represented an immense improvement.

In contrast, in the 21st century, we are flooded with enormous amounts of information, and the censors don’t even try to block it. Instead, they are busy spreading misinformation or distracting us with irrelevancies. If you live in some provincial Mexican town and have a smartphone, you can spend many lifetimes just reading Wikipedia, watching TED Talks, and taking free online courses. No government can hope to conceal all the information it doesn’t like. On the other hand, it is alarmingly easy to inundate the public with conflicting reports and red herrings. People all over the world are but a click away from the latest accounts of the bombardment of Aleppo or melting ice caps in the Arctic, but there are so many contradictory accounts that it is hard to know what to believe. Besides, countless other things are just a click away as well, making it difficult to focus, and when politics or science look too complicated, it is tempting to switch to some funny cat videos, celebrity gossip.

In such a world, the last thing a teacher needs to give her pupils is more information. They already have far too much of it. Instead, people need the ability to make sense of information, to tell the difference between what is important and what is unimportant, and, above all, to combine many bits of information into a broad picture of the world.

In truth, this has been the ideal of Western liberal education for centuries, but up until, now even many Western schools have been rather slack in fulfilling it. Teachers allowed themselves to focus on imparting data while encouraging students “to think for themselves.” Due to their fear of authoritarianism, liberal schools have had a particular horror of grand narratives. They’ve assumed that as long as we give students lots of data and a modicum of freedom, the students will create their own picture of the world, and even if this generation fails to synthesize all the data into a coherent and meaningful story about the world, there will be plenty of time to construct a better synthesis in the future.

We have now run out of time. The decisions we will make in the next few decades will shape the future of life itself, and we can make these decisions based only on our present worldview. If this generation lacks a comprehensive view of the cosmos, the future of life will be decided at random.

Besides information, most schools also focus too much on providing students with a set of predetermined skills, such as solving differential equations, writing computer code in C++, identifying chemicals in a test tube, or conversing in Chinese. Yet since we have no idea what the world and the job market will look like in 2050, we don’t really know what particular skills people will need. We might invest a lot of effort teaching kids how to write in C++ or speak Chinese, only to discover that by 2050, artificial intelligence can code software far better than humans and a new Google Translate app will enable you to conduct a conversation in almost flawless Mandarin, Cantonese, or Hakka, even though you only know how to say “Ni hao.”

So, what should we be teaching? Many pedagogical experts argue that schools should switch to teaching “the four Cs” — critical thinking, communication, collaboration, and creativity. More broadly, they believe, schools should downplay technical skills and emphasize general-purpose life skills. Most important of all will be the ability to deal with change, learn new things, and preserve your mental balance in unfamiliar situations. To keep up with the world of 2050, you will need to do more than merely invent new ideas and products, but above all, reinvent yourself again and again.

If somebody describes the world of the mid-21st century to you and it doesn’t sound like science fiction, it is certainly false.

For as the pace of change increases, not just the economy, but the very meaning of “being human” is likely to mutate. Already in 1848, the Communist Manifesto declared that “all that is solid melts into air.” Marx and Engels, however, were thinking mainly about social and economic structures. By 2048, physical and cognitive structures will also melt into air, or into a cloud of data bits.

Please don’t take this scenario literally. Nobody can predict the specific changes we will witness in the future. Any particular scenario is likely to be far from the truth. If somebody describes the world of the mid-21st century to you and it sounds like science fiction, it is probably false. But then again, if somebody describes the world of the mid-21st century to you and it doesn’t sound like science fiction, it is certainly false. We cannot be sure of the specifics; change itself is the only certainty.

Such profound change may well transform the basic structure of life, making discontinuity its most salient feature. From time immemorial, life was divided into two complementary parts: a period of learning followed by a period of working. In the first part of life, you accumulated information, developed skills, constructed a worldview, and built a stable identity.

Even if at 15 you spent most of your day working in your family’s rice field (rather than in a formal school), the most important thing you were doing was learning: how to cultivate rice, how to conduct negotiations with the greedy rice merchants from the big city, and how to resolve conflicts over land and water with the other villagers. In the second part of life, you relied on your accumulated skills to navigate the world, earn a living, and contribute to society. Of course, even at 50, you continued to learn new things about rice, merchants, and conflicts, but these were just small tweaks to your well-honed abilities.

By the middle of the 21st century, accelerating change plus longer lifespans will make this traditional model obsolete. Life will come apart at the seams, and there will be less and less continuity between different periods of life. “Who am I?” will be a more urgent and complicated question than ever before.

This is likely to involve immense levels of stress. Change is almost always stressful, and after a certain age most people just don’t like to do it. When you are 15, your entire life is change. Your body is growing, your mind is developing, your relationships are deepening. Everything is in flux, and everything is new. You are busy inventing yourself. Most teenagers find it frightening, but at the same time, it is also exciting. New vistas are opening before you, and you have an entire world to conquer.

By the time you are 50, you don’t want change, and most people have given up on conquering the world. Been there, done that, got the T-shirt. You prefer stability. You have invested so much in your skills, your career, your identity, and your worldview that you don’t want to start all over again. The harder you’ve worked on building something, the more difficult it is to let go of it and make room for something new. You might still cherish new experiences and minor adjustments, but most people in their 50s aren’t ready to overhaul the deep structures of their identity and personality.

There are neurological reasons for this. Though the adult brain is more flexible and volatile than was once thought, it is still less malleable than the teenage brain. Reconnecting neurons and rewiring synapses is hard work. But in the 21st century, you can’t afford stability. If you try to hold on to some stable identity, job, or worldview, you risk being left behind as the world flies by you with a whoosh. Given that life expectancy is likely to increase, you might subsequently have to spend many decades as a clueless fossil. To stay relevant—not just economically but above all socially - you will need the ability to constantly learn and to reinvent yourself, certainly at a young age like 50.

As strangeness becomes the new normal, your past experiences, as well as the past experiences of the whole of humanity, will become less reliable guides. Humans as individuals and humankind as a whole will increasingly have to deal with things nobody ever encountered before, such as super-intelligent machines, engineered bodies, algorithms that can manipulate emotions with uncanny precision, rapid man-made climate cataclysms, and the need to change your profession every decade. What is the right thing to do when confronting a completely unprecedented situation? How should you act when you are flooded by enormous amounts of information and there is absolutely no way you can absorb and analyze it all? How do you live in a world where profound uncertainty is not a bug but a feature?

To survive and flourish in such a world, you will need a lot of mental flexibility and great reserves of emotional balance. You will have to repeatedly let go of some of what you know best, and learn to feel at home with the unknown. Unfortunately, teaching kids to embrace the unknown while maintaining their mental balance is far more difficult than teaching them an equation in physics or the causes of the First World War. You cannot learn resilience by reading a book or listening to a lecture. Teachers themselves usually lack the mental flexibility that the 21st century demands since they themselves are the product of the old educational system.

The Industrial Revolution has bequeathed us the production-line theory of education. In the middle of town, there is a large concrete building divided into many identical rooms, each room equipped with rows of desks and chairs. At the sound of a bell, you go to one of these rooms together with 30 other kids who were all born the same year as you. Every hour a different grown-up walks in and starts talking. The grown-ups are all paid to do so by the government. One of them tells you about the shape of the earth, another tells you about the human past, and a third tells you about the human body. It is easy to laugh at this model, and almost everybody agrees that no matter its past achievements, it is now bankrupt. But so far we haven’t created a viable alternative. Certainly not a scalable alternative that can be implemented in rural Mexico rather than just in wealthy California suburbs.

So the best advice I can give a 15-year-old stuck in an outdated school somewhere in Mexico, India, or Alabama is: don’t rely on the adults too much. Most of them mean well, but they just don’t understand the world. In the past, it was a relatively safe bet to follow the adults, because they knew the world quite well, and the world changed slowly. But the 21st century is going to be different. Because of the increasing pace of change, you can never be certain whether what the adults are telling you is timeless wisdom or outdated bias.

So on what can you rely instead? Perhaps on technology? That’s an even riskier gamble. Technology can help you a lot, but if technology gains too much power over your life, you might become a hostage to its agenda. Thousands of years ago humans invented agriculture, but this technology enriched just a tiny elite while enslaving the majority of humans. Most people found themselves working from sunrise till sunset plucking weeds, carrying water buckets, and harvesting corn under a blazing sun. It could happen to you too.

Technology isn’t bad. If you know what you want in life, technology can help you get it. But if you don’t know what you want in life, it will be all too easy for technology to shape your aims for you and take control of your life. Especially as technology gets better at understanding humans, you might increasingly find yourself serving it, instead of it serving you. Have you seen those zombies who roam the streets with their faces glued to their smartphones? Do you think they control the technology, or does the technology control them?

Should you rely on yourself, then? That sounds great on Sesame Street or in an old-fashioned Disney film, but in real life, it doesn’t work so well. Even Disney is coming to realize it. Just like Riley Andersen, most people barely know themselves, and when they try to “listen to themselves” they easily become prey to external manipulations. The voice we hear inside our heads is never trustworthy because it always reflects state propaganda, ideological brainwashing, and commercial advertisements, not to mention biochemical bugs.

As biotechnology and machine learning improve, it will become easier to manipulate people’s deepest emotions and desires, and it will become more dangerous than ever to just follow your heart. When Coca-Cola, Amazon, Baidu, or the government knows how to pull the strings of your heart and press the buttons of your brain, will you still be able to tell the difference between your self and their marketing experts?

To succeed at such a daunting task, you will need to work very hard at getting to know your operating system better — to know what you are and what you want from life. This is, of course, the oldest advice in the book: know thyself. For thousands of years, philosophers and prophets have urged people to know themselves. But this advice was never more urgent than in the 21st century, because unlike in the days of Laozi or Socrates, now you have serious competition. Coca-Cola, Amazon, Baidu, and the government are all racing to hack you. Not your smartphone, not your computer, and not your bank account; they are in a race to hack you and your organic operating system. You might have heard that we are living in the era of hacking computers, but that’s not even half the truth. In fact, we are living in the era of hacking humans.

The algorithms are watching you right now. They are watching where you go, what you buy, who you meet. Soon they will monitor all your steps, all your breaths, all your heartbeats. They are relying on Big Data and machine learning to get to know you better and better. And once these algorithms know you better than you know yourself, they can control and manipulate you, and you won’t be able to do much about it. You will live in the matrix, or in The Truman Show. In the end, it’s a simple empirical matter: if the algorithms indeed understand what’s happening within you better than you understand it yourself, authority will shift to them.

Of course, you might be perfectly happy ceding all authority to the algorithms and trusting them to decide things for you and for the rest of the world. If so, just relax and enjoy the ride. You don’t need to do anything about it. The algorithms will take care of everything. If, however, you want to retain some control over your personal existence and the future of life, you have to run faster than the algorithms, faster than Amazon and the government, and get to know yourself before they do. To run fast, don’t take much baggage with you. Leave all your illusions behind. They are very heavy.

A source

12 rich, powerful people share their surprising definitions of success



Billionaire Richard Branson believes success is about happiness.

Though Sir Richard Branson, founder of the Virgin Group, is worth some $5 billion, the Virgin founder equates success with personal fulfillment.

"Too many people measure how successful they are by how much money they make or the people that they associate with," he wrote on LinkedIn. "In my opinion, true success should be measured by how happy you are."


Huffington Post co-founder Arianna Huffington says that money and power aren't enough.

Huffington says that while we tend to think of success along two metrics — money and power — we need to add a third.

"To live the lives we truly want and deserve, and not just the lives we settle for, we need a Third Metric," she told Forbes' Dan Schawbel, "a third measure of success that goes beyond the two metrics of money and power, and consists of four pillars: well-being, wisdom, wonder, and giving."

Together, those factors help you to take care of your psychological life and truly be successful, or as the title of her 2014 book, "Thrive," suggests.

Billionaire investor Mark Cuban says you don't need money to be successful.

"Shark Tank" regular Cuban offers a surprisingly simple take on success.

In an interview with Steiner Sports, he said:

"To me, the definition of success is waking up in the morning with a smile on your face, knowing it's going to be a great day. I was happy and felt like I was successful when I was poor, living six guys in a three-bedroom apartment, sleeping on the floor." 

Legendary basketball coach John Wooden said it's a matter of satisfaction.

With 620 victories and 10 national titles, Wooden is the winningest coach in college basketball history.

But his definition of success was more about competing with yourself than the other guy:

"Peace of mind attained only through self-satisfaction in knowing you made the effort to do the best of which you're capable," he said in a 2001 TED Talk. 

Legendary investor Warren Buffett values relationships above all else.

With a net worth of $77.4 billion, Buffett is just about the wealthiest person in the world, second only to Bill Gates. And yet his definition of success has nothing to do with money or fame.

As James Altucher writes, the chairman of Berkshire Hathaway once told shareholders at an annual meeting: "I measure success by how many people love me." 

Acclaimed author Maya Angelou believed success is about enjoying your work.

The late, great poet laureate, who passed away at 86 in 2014, left behind stacks of books and oodles of aphorisms.

Her take on success is among the best: "Success is liking yourself, liking what you do, and liking how you do it."

Microsoft cofounder Bill Gates believes it's about making an impact on society.

Gates is the wealthiest person in the world, with a net worth of $86 billion, But to him, success is about relationships and leaving behind a legacy.

In a Reddit AMA, Gates took a tip from Warren Buffett when asked about his definition of success:

"Warren Buffett has always said the measure [of success] is whether the people close to you are happy and love you."

He added: "It is also nice to feel like you made a difference — inventing something or raising kids or helping people in need." 

Spiritual teacher Deepak Chopra believes success is a matter of constant growth.

The physician and author says it's a matter of continual growth.

"Success in life could be defined as the continued expansion of happiness and the progressive realization of worthy goals," Chopra writes in "The Seven Spiritual Laws of Success."

President Barack Obama aims to change people's lives.

Obama once held the highest office in the land — but he doesn't equate power with success.

At the 2012 Democratic National Convention, First Lady Michelle Obama told the audience that her husband "started his career by turning down high-paying jobs and instead working in struggling neighborhoods where a steel plant had shut down."

She went on:

"For Barack, success isn't about how much money you make. It's about the difference you make in people's lives." 

Inventor Thomas Edison recognized that success is a grind.

Edison — holder of over 1,000 patents— had an insane work ethic. He was reported to work 60 consecutive hours on occasion.

So naturally, his definition of success is equally ambitious: "Success is 1% inspiration, 99% perspiration."

Popular author Stephen Covey said that the definition of success is deeply individual.

The late Covey became a massive success — and a part of popular culture — with his 1989 book, "The Seven Habits of Highly Effective People," which has sold over 25 million copies.

Yet for Covey, success was categorically individual.

"If you carefully consider what you want to be said of you in the funeral experience," he writes in the book, "you will find your definition of success." 

Billionaire John Paul DeJoria sees success as working hard — all the time.

DeJoria co-founded Paul Mitchell hair products and Patron tequila. In an interview with Business Insider, he reflected on the lessons he learned while working at a dry cleaner's as a young man.

Apparently, the head of the store was impressed by how spic and span DeJoria kept the floors, even though no one was watching him clean.

That's why he now believes:

"Success isn't how much money you have. Success is not what your position is. Success is how well you do what you do when nobody else is looking." 


The 5 stages of entrepreneurship




Stage One: Drive

What most people lack, and the reason we’re divided as a society between go getters and settlers, is drive.

When you are driven, you suddenly have time.

Why? Because you somehow make that time.

When you are driven, you suddenly can .

Why? Because you jump in.

When you are driven, you suddenly find that you’re doing it.

Why? Because you actually do it.

However, drive is like a drug, one we get used to, and we require more and more of it each day, just to make the initial growth into happening.

The farther up that false growth curve you go, the more drive you require to keep climbing the steep way ahead. The minute you slow down, you feel like you’re missing out, like your time is passing, like you are wasting your moment, like you fall back.

Unfortunately, at any point in time, for any person on Earth, drive will dry out. It’s the effect of the more you know the less you know.

As the fast initial progress reaches the plateau phase, people quit because they basically don’t believe there is a top to that mountain. So that is wave one quitters.

Quitters are awesome because at least they started.



Stage Two: Persistence

From the driven starters, some insist that there must be a top of the mountain they climb, and they start to hustle.

They run out of drive, but somehow find inside them the other rarest of things among human personalities: persistence.

Persistence is painful because it is a sobering up process from the high drive caused.

The persistent ones keep plowing at it, with no drive in their veins, but a bitter combination of pride and ambition, sweetened only by vague hope.

The persistent people are awesome because they suffer those last miles.

Stage Three: Quitting

Right after persistence wears out, one finds itself at the top!

But behold, no breathtaking scenery, no peak to stick your flag into, no selfie to take from the top of the world. Not even above the clouds. Just an endless field of boredom stretching on and on into the horizon.

This is the walk of quitting. It is like a walk of shame, only that you throw tomatoes at yourself:

What was I thinking?

The walk of quitting is so long and boring, that most people simply stop there and camp out for the rest of their lives. Then they come up with personal development theories that teach success is not everything in life. Bullshit.

Those who keep going, at some point, fall into the dip.

The dip is the final test of the quit zone.

The dip is when the boredom of nothing happening pushes you over the cliff with bad news, when the cloud fails your user database, when your partner quits, when your market gets a behemoth player, when it’s not enough that no weight went away for four months in a row, now you got gastritis and must eat more often.

Those who stand the quitting zone are so awesome for having strength of character.

Stage Four: Vision

The quitting zone is followed by the vision zone, when the true growth starts.

The problem is that the vision zone comes right after the dip.

People are beat up, tired, bored, with zero faith, and suddenly they must climb again. Only the few talented, free and/or lucky, have the vision of what is happening.

Most will see the climb after the dip as another dip, only some see it as the inflection point.

They know they are back on the way up.

Only those, therefore, have the vision, which in fact they had from the very beginning, which in fact to them was their drive in the first place, instead of desire or curiosity.

You could see as a fine observer right at the beginning who has vision powered drive and who simply burns calories and ideas (and dollars). That’s what makes a good early investor.

People with vision are awesome because they are the ones who prove that "anything is possible".

Stage Five: Mission

The mission zone is when those who had the vision of their growth understand the unique opportunity to actually put meaning into the world.

A true mission has exponential potential.

Those who find their mission are the rare people that take it upon themselves to change something, or make something last.

They become personally invested, not in short term objectives or shallow whims, but large, long term, deep and meaningful promises, which they make, openly or not, to the world itself.

Most people stop at having vision.

Vision and growth bring a lot of comfort. Money flows, wealth builds, success is present, there is very little incentive to assume a mission. A mission can take a serious hit at the "winning" that vision brings.

Missions are the things which bring sudden deaths to promising mavericks, who fall from the sky, like shot down ducks.

However, a successful mission is the true exponential growth ingredient. Nothing booms like a supersonic engine without a mission powering it.

So, are you an entrepreneur? What stage are you in?

Origin

International Accelerators Speak Out on the Top 4 Components for Startup Success




If anyone could unravel the mystery of why some startups succeed and others fail, it would be the business accelerators. They have a front-row seat with real-world experience. Their reputation is on the line, and rapid turnover is not their friend. They have a vested interest in seeing their clients succeed.

Work/Action

As Alyse Daunis, Program Manager, of Launch Alaska says, "Startups need doers. Doers live for building things and executing. Founders who execute intelligently and quickly are more likely to succeed".

"In the early days, the founder(s) need to be hands-on with all parts of the business - the technology, sales, finances, etc. It is inevitable that they will need to do things outside their comfort zone and do them at least well enough to get others to buy in", says Elza Seregelyi, director of L-SPARK Canadian Business Accelerator.



Eric Mathews, founder and CEO, of Start Co adds, "… action removes doubt. A startup’s main advantage is speed of learning. You learn what works and doesn’t work when you take action, run tests, get feedback, and iterate. You can’t be an entrepreneur in an armchair -you must do".

And Greg Wright, founder, of HATCH pitch says, "(Maintaining) a relentless focus on doing whatever it takes (acting, not talking)".

Customer Focus

Ashish Bhatia, founder/MD, of India Accelerator offers, "Don’t focus too much on funding! Focus on solving the right problem, the right way. Focus on basics; customers, their experience and retention".

"(Having) a deep understanding of the market (you) plan to serve, its size and realistic revenue potential, and the needs of the customers there. Apply technology to solve real customer problems better than anyone else is currently doing it", says Jason Cole, CEO, of Da Primus Consulting.

"(Keep) a laser focus on the customer", says Joe Bush, executive director, of Worcester CleanTech Incubator. Susan Langdon, executive director, of Toronto Fashion Incubator adds, "(Use) Innovation: Develop a product or service that's more innovative and desirable than what your competitors are offering".

Empathy

"It sounds incredibly counterintuitive, but those who practice grace, generosity and peace are more likely to succeed due to their inherent capabilities and perceptions of life and business", says Lauren Tiffan, director of Ocean Accelerator.

"Understanding the customer’s situation. I love founding teams where at least one person has firsthand experience in the customers’ world so they inherently understand the pains and opportunities. But even so, founders still need to validate their assumptions", adds Elza Seregelyi, director, of L-SPARK Canadian Business Accelerator.



Nobu Kumagai, founder and managing partner of Wildcard Incubator, offers "Compassion. This along with "gratitude" are both taught from notable entrepreneurs in Japan who (achieved) success during the post-war period. Successful founders and businesspersons, historically and across the Pacific, possess this compassionate mindset, to empower those surrounding (them), including co-founders, co-workers, customers, intermediaries,and so on".

Persistence

"Willingness to listen and learn, persistence, and the ability to excite others about their idea", says Christian Busch, CEO of German Accelerator Tech NY.

"Determination and resilience in the face of disappointment", adds Keith Hopper, CEO of Danger Fort Labs.

Eric Mathews, founder and CEO of Start Co says, "Perseverance is the X-factor. There will be troughs of sorrow, pits of despair, crashes of ineptitude, but understand that the obstacle is the way forward. Know that there are only two steps on the path: start and never stop".



Other desirable qualities the respondents mentioned more than once included sales, cashflow management, team building, coachability, resourcefulness and basic business and social skills. Jim Bowie, site manager/associate director of the University of Central Florida Business Incubation Program thinks another desirable quality is, "The ability to be a persuasive communicator and focus on sales".

Ben Hsieh, program manager of Nest added, "Time management, interpersonal/communication skills and quick learner".

We are grateful to the accelerators who have shared their experiences to help us better understand and reinforce what it really takes to be a successful startup. After all, it’s their business to know!

Stay tuned for more great advice about entrepreneurship from accelerators who have seen it, lived it, and learned from it!

Origin

Great founders lead with product strategy




In the beginning, it was just you and your founders. In order to raise capital, you had to not just know the problem you were solving intimately but you also had to be deeply passionate about it. You are the expert. You are the solution. You are the vision for the future.

The wonder of this early entrepreneurial environment is that it’s easy to respond to new information and bring expertise to every problem that comes up. But it doesn’t stay this way forever.

If you’re really onto something, you will need to scale fast. Scaling means bringing people onto your team with expertise in other areas. They’re not like you. They don’t know your problem inside and out. Instead, they maintain functional expertise. Your new hires might be God’s gift to DevOps or data science… but they’re not going to be steeped with your passion and background in whatever problem you’re taking on.

And that’s the point of stress. Until this point, you never needed to make your product strategy explicit. You and your cofounders could maintain a level of shared understanding. You could argue about the minutiae of a feature and how it was implemented. You didn’t argue over the general direction of the whole product.

That shared understanding starts to disappear as you start to expand. And I’ve seen this as a make or break moment many times for young teams. For the founders who are able to confer their wisdom, passion, and product strategy onto their team, the sky is the limit. For the founders who struggle to create that common ground, the struggle to keep everyone aligned can be insurmountable.

This might be confusing. After all, you’re the founders. Not everyone on the team needs to have all the pieces of the puzzle. As long as they trust you and you know your stuff, you should be good to go.

Unfortunately not.

Your Role Changes as You Scale

Things change as your business scales. More than anything, you’re not always accessible. Sometimes you have customer meetings and escalations that take precedence. Sometimes you find yourself in endless cycles with board members and investors. Sometimes you simply can’t find enough time in the day to meet with all the members of your team that are interested.

As your business scales, you’re not as accessible. And you have a few options. Your first option is to stay the course; ask your team to rely on your expertise. Now you go from being the rockstar savant on solving your problem to being the single point of failure. You’re the insurmountable bottleneck that is keeping your wonderful business from having the impact it could have on the world. This option sucks.

Your second option is to trust your team to figure it out. You hired great people. You know that they can’t come to you to answer every question. You empower them to make their own decisions. And you let them execute. You’re the type of boss you’d want. One filled with implicit trust. Unfortunately, this option isn’t much better than the first. You can’t win a relay race if everyone is running a different track. It doesn’t matter how fast your sprinters are. Regardless of how smart your team is, unless they have a shared understanding about what they’re trying to accomplish, they won’t be able to make uniform enough decisions to deliver an earth shattering business. This option also sucks.

Your third option is the tough one. You hired great people. But you now understand your job is to lead them towards solving your big, hairy, audacious problem. And that means spending less time doing the problem solving yourself and spending more time educating your team. Every hour you spend getting your team running in the same direction is an hour that you multiply their effectiveness. You save them from having to backtrack. You improve the quality of their conversations. You keep them motivated and empowered. You arm them with the tools to make the right decisions — quickly.

Your best option requires you to put your product strategy on paper, and talk about it regularly.

Your New Job: Chief Strategist

If you’re able to clearly articulate three things, you’ll be forever benefited by it. First, you need to articulate a clear understanding of your customer and how your customer uses your product today. What are the features that they require? What are the features that delight? If they weren’t using your product, what would they be using? This is a humbling exercise. At the beginning of any journey, you can’t do everything. Be open about that. Where are you starting and what problem can you solve today.

Then, you need to offer a clear vision for how your addressable customers and users evolve over time with the addition of new features and capabilities. What is it that you’re going to start building into your product to grow access, usability, and use cases? This articulation should be staged over time. Your product will have to evolve over time — your strategy has to take that evolution into account.

Finally, you need to give your team an understanding of why your solution is differentiated from a field of competitors. With that clear differentiation in tow, your brilliant team will be able to prioritize the features and functions that they want to concentrate on building. They’ll know the things that help drive them towards parity but don’t ultimately fit in with your positioning. And they’ll also know those capabilities that will reinforce the differentiation that you’re aspiring towards.

The way you get leverage as you scale is by codifying your vision and sharing it. As your team grows, you can’t assume that they’ll understand each other and the problem you’re addressing the same way you and your fellow founders did. To get everyone moving in the same direction, your product strategy needs to become your teams holy document — and you need to be its chief evangelist. Without it, you’ll be wasting your time and your team’s brainpower.

[Maxwell Wessel - Investor]
Origin

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