This insight was pithily expressed by political consultant Arthur Schmidt in his advice to General Electric in the early 20th century: “Campaigns are won not by the candidate or company with the best character or product, but by the one with the simplest and most clearly told story.” Or as his colleague Comstock summarized it decades later: “Pick a simple story and tell it again, and again, and again.”
This principle has been wielded to great effect by master marketers and leaders throughout history. Steve Jobs made Apple an icon by telling a simple story of rebels and misfits who “Think Different” and challenge the status quo. Subway became the largest fast food chain in the US by hammering a simple message of healthy, low-fat meals.
The takeaway is clear: In a complex, noisy world, simplicity cuts through. Customers don’t have the time or attention span to absorb nuanced value propositions or complicated product pitches. They’re drawn to crisp, focused, emotionally resonant narratives.
As an entrepreneur, distilling your mission and message into a simple, sticky story is one of the highest-leverage investments you can make. A clear narrative acts as a focusing mechanism, guiding your team and shaping every customer touchpoint. It’s the foundation for viral word-of-mouth and the key to occupying mental real estate.
So ask yourself: What’s my company’s simple story? How can I boil down our essence and unique value prop into a clear, compelling narrative? What’s the tagline that captures it all?
Simplicity doesn’t mean dumbing things down or leaving out important details. It means stripping away the extraneous to reveal the essential. Finding the core, and telling that story again and again and again.
In a world of complexity, whoever tells the simplest story wins. Make yours unforgettable.
]]>Or so we’ve been told.
Brainstorms are a colossal waste of time.
They’re the equivalent of trying to catch fish by throwing a bunch of hooks into the water and hoping something bites. It’s inefficient, ineffective, and frankly, a bit delusional.
So why do brainstorms fail so miserably? Let’s break it down:
Production Blocking: The Waiting Game
In most brainstorms, only one person can speak at a time. While others wait their turn, their ideas evaporate faster than a puddle in the Sahara. Even worse, as people hear similar ideas, they second-guess their own, leading to a vicious cycle of self-censorship. Studies have shown that the larger the group, the more pronounced this problem becomes. It’s like trying to have a meaningful conversation at a crowded bar—good luck with that.
Evaluation Apprehension: The Fear Factor
Let’s face it, most people are terrified of being judged by their peers. In a group setting, this fear is amplified tenfold. Participants clam up, afraid to share anything remotely unconventional for fear of ridicule. And who usually suggests the brainstorm in the first place? The big cheese at the top of the org chart. Is it any wonder most ideas come from their end of the table? It’s a classic case of power dynamics stifling creativity.
Free Riding: The Disposable Idea Syndrome
The more ideas a group generates, the less each individual idea seems to matter. It’s like trying to find a needle in a haystack, except the haystack keeps getting bigger with each passing minute. As the quantity of ideas balloons, their perceived value plummets. People become less invested in their contributions, viewing them as disposable rather than precious. And when people feel their ideas don’t matter, they stop sharing the really good stuff.
The Illusion of Productivity
But the real kicker? Brainstorms make us feel productive, even when we’re spinning our wheels. There’s something satisfying about filling up a whiteboard with post-it notes, even if 99% of them are useless. It’s the illusion of progress, the false sense of accomplishment. But in reality, we’re just going through the motions, patting ourselves on the back for a job not-so-well done.
The alternative? Ditch the group ideation sessions and embrace individual creativity. Give people the time and space to think deeply, without the pressure of performing for an audience. Encourage them to bring their fully-formed ideas to the table, rather than half-baked notions thrown out on the fly. And most importantly, create a culture where dissent and unconventional thinking are celebrated, not stifled.
Now excuse me, I have some thinking to do…
]]>The problem with B-players is not that they are “less than” A-players; the issue is that B-players, usually driven by the deadly combination of fear and ego, start hiring C-players. C-players hire D-players, and so on until you reach the end of the alphabet (and your company has turned into mediocrity at best).
Multiple times in my career, I have had the fortune to be in the presence of insanely high-achieving and functioning teams - in the early 2000s at eBay and in the late 2000s at Mozilla (and, I would argue, every time I worked on my own companies). I have also seen the bozo explosion take hold at places big and small. It is real.
But here is where I tend to see the world a little differently than the original concept (which predates Guy and his blog post): I don’t believe in alphabetizing people. I have seen people of all ilks deliver absolutely outstanding results regardless of whether they are considered an A-player. In other words, anyone has the potential to be an amazing contributor.
It is on us to create the environment to allow people to become the very best version of themselves. Start by giving people an A – and allow them to live up to it. Which is pretty much the opposite of the prevailing strategy of “proof me you are worth it.” Build an environment of trust – nothing creates high-performing teams more than trust (see Google’s seminal work on psychological safety).
The Bozo explosion is real and not inevitable.
]]>First comes the serendipity trigger, that moment of stumbling upon something unusual or unexpected. Picture yourself walking through a forest and finding a rare flower you’ve never seen before – that’s your trigger. It’s the universe’s way of saying, “Hey, look here! There’s something worth your attention.” Kindle your curiosity, and you will never be starved of serendipity triggers.
But seeing the flower isn’t enough. The magic happens when you connect the dots. It’s about taking that moment of discovery and linking it to something seemingly unrelated, realizing the potential value within the chance event. Maybe that flower leads you to develop a new, groundbreaking herbal medicine. This is your Eureka moment, where curiosity meets insight. For this to work, you need to foster a miles-wide inventory of insights – become curious about things that happen outside of your well-trodden path.
Yet, the journey doesn’t end with the realization. What truly defines serendipity is the blend of sagacity and tenacity required to follow through and create an unexpected positive outcome. It’s one thing to have a brilliant idea flash across your mind; it’s another to pursue it with vigor and determination, turning what was once a mere chance encounter into a tangible, impactful reality.
While a particular chance encounter is an event, serendipity itself is a multifaceted process. It’s not just about being in the right place at the right time but also about having the wisdom to see the connection and the grit to pursue it to fruition.
So, remember, the next time serendipity winks at you, it’s not just a fleeting moment of fortune but a call to action, an invitation to embark on a journey of discovery, connection, and ultimately, creation. Or, as Seneca the Younger remarked some 2,000 years ago: Luck is what happens when opportunity meets preparation.
]]>Let’s face it, the default mode in many professional environments is to claw your way up the ladder, sometimes at the expense of others. But what if we flipped the script? What if, instead of viewing our colleague’s achievements with envy or as a threat, we saw them as victories for the team, the organization, and, by extension, ourselves?
Standing for each other’s success is more than just cheering from the sidelines. It’s about actively contributing to the success of those around us. It means mentoring, sharing knowledge without reservation, and celebrating each other’s wins as if they were our own. It’s about creating an ecosystem where success breeds success, where one person’s win lights a path for others to follow.
Why does this matter? Because in the interconnected world we inhabit, the ripple effects of one person’s success can open doors and create opportunities far beyond their immediate sphere. A colleague’s breakthrough project can lead to organizational advancements, new industry standards, and innovations that benefit us all. When we stand for each other’s success, we’re not just being altruistic; we’re investing in a culture of mutual advancement that can elevate our collective potential.
This isn’t utopian thinking; it’s strategic. It’s about recognizing that the sum is greater than its parts and that by fostering an environment where success is shared, we can drive progress and innovation in ways that isolated efforts never could.
So, here’s my call to action: Let’s challenge the zero-sum game mentality. Let’s build networks of support, mentorship, and collaboration. Let’s make our workplaces and communities arenas where standing for each other’s success is the norm, not the exception.
]]>Here’s what he meant: everything he invented was already floating around in the environment. He just connected the dots. Think about it. Edison, Mr. Innovation himself, basically said the whole concept of ideas popping out of thin air is hogwash. That’s like saying the secret ingredient in your grandma’s famous recipe is actually from a can. Shocking, right? But also kind of a relief. If Edison didn’t pull ideas out of his brain like rabbits from a hat, why are we beating ourselves up trying to do the same?
Creativity, according to Edison, isn’t a solo act. It’s more like a good jam session. You riff off what’s already out there – experiences, observations, stuff you read or hear. It’s not about creating from scratch but about spotting connections no one else sees. It’s like playing ‘connect the dots’ on a cosmic scale.
Edison’s big trick was observation. Not just looking at things, but really seeing them. It’s like those magic eye pictures where you stare long enough and suddenly, bam, a wild 3D image appears. The key? Look at the world, not for what it is, but for what it could be. Those ordinary things around you? They’re not just objects; they’re potential ideas, waiting for someone to twist them into something new.
Edison’s approach is an open invitation to play detective in your own life. Be curious. Poke around. Ask ‘What if?’ And most importantly, collaborate. The next big thing might just be hiding in your daily routine, dressed up as ‘ordinary’, waiting for you to unveil it.
So, next time you’re in a creative rut, remember Edison’s Paradox: The magic isn’t in pulling rabbits out of hats. It’s in realizing the rabbit was just sitting there, in plain sight, all along. And if that’s not a wake-up call to start observing the world a little differently, I don’t know what is.
]]>Here’s the deal: Too many folks are busy creating work to prove they’re working. It’s like watching a dog chase its tail – entertaining but ultimately fruitless. For instance, take our friend, the social media manager. They’re knee-deep in analytics, drowning in PowerPoint slides, just to show that their latest tweetstorm brought in some eyeballs. The irony? They could’ve launched another viral campaign in the time it took to “prove” the last one worked. The reporting side of things should be a pit stop, not a road trip. Fifteen minutes, in and out. Boom!
But let’s not throw all the blame on our over-zealous social media maestro. Peek behind the curtain, and you’ll see a whole brigade of puppeteers, also known as ‘the bosses.’ These folks have trust issues. They hired talent but act like they’re babysitting toddlers. They hover and ask for proof of work, like they’re auditioning for a detective show. “Did you really work, or is this just an elaborate ruse?” Spoiler alert: The employee knows their stuff. Let them work their magic!
So, as we wrap up this year and step into the next, here’s my not-so-subtle nudge: Talk less, do more. It’s simple. Like, ‘why didn’t I think of this before?’ simple. Your team is talented. Trust them. Let them create, innovate, and maybe – just maybe – you’ll find your company stepping into a realm of efficiency and creativity you never thought possible.
P.S. If your PowerPoint presentation on why your last PowerPoint was effective is longer than this post, you’re doing it wrong. Just saying. 🙃
]]>The Courage to Fail
Optimism in business isn’t about wearing rose-colored glasses. It’s about having the courage to fail. Yes, the courage to embrace the messiness, the uncertainty, and the sheer thrill of the unknown. Entrepreneurs are the modern-day explorers, not just navigating but also creating new territories. The optimist, in this context, is someone who is willing to chart unknown waters, recognizing that the possibility of finding new lands is worth the risk of getting lost.
The Power of ‘What If’
Optimists live in the realm of ‘what if’. What if this idea changes the world? What if we can make things better, faster, or more meaningful? This mindset is a fertile ground for innovation. Pessimists, on the other hand, are anchored in ‘what is’ - the current state of affairs, the limitations, the reasons why something won’t work. It’s the classic battle between the status quo and potential change. Entrepreneurs need to be in the business of change, and that’s inherently an optimist’s playground.v
Learning from Failures
Here’s the twist – optimists are not delusional. They are acutely aware of the possibility of failure. But they view failure as a data point, not a dead end. Each failure is a stepping stone, a lesson learned on the path to success. In the entrepreneurial journey, failure is not the opposite of success; it’s a part of it.
Building Resilience
Aligning with optimists is also about building resilience. Optimists are not deterred by setbacks. They possess a certain tenacity, a drive that keeps them going when the going gets tough. This resilience is contagious. It fosters a culture of perseverance and endurance, essential ingredients for any successful venture.
The Magnetism of Optimism
Lastly, optimism is magnetic. It attracts talent, resources, and opportunities. People want to work with and for those who inspire them, who make them believe in a brighter future. Optimists create an environment where innovation thrives, where team members are encouraged to think big and act boldly.
Ad Astra
So, when faced with the choice, I, like Andrew Ng, would always side with the optimist. Not because it’s a guarantee of success, but because it’s a guarantee of movement, growth, and learning. In the world of entrepreneurship, those are the currencies that matter most. We need to dare to dream, to imagine the possibilities, and to give it a shot, even if we might fail. Because, in the end, the greatest failure is not to try at all.
]]>Picture this: In the scorching heat of the desert, Paddy Mayne, a character known for his unconventional methods, challenges the Free French to build two 30-foot scaffolds with no plan, just raw materials. As they scramble, confused and unguided, Mayne throws a curveball – why are they doing this seemingly nonsensical task? The revelation is striking: understanding the ‘why’ behind actions is crucial, especially when plans go awry.
Let’s translate this to the startup world. In the relentless race of innovation, it’s easy to get lost in the ‘how’ and ‘what’ of things. We obsess over the perfect business plan, the most efficient workflow, or the latest tech stack. But here’s the kicker – the ‘why’ is what truly matters. It’s the north star that guides you through the stormy seas of startup life.
When you start a project, do you ask yourself why you’re doing it? Why this problem? Why this solution? If not, you’re just building scaffolds in the desert. Understanding your mission’s core purpose is like having a compass in the chaos. When things inevitably go south—and trust me, they will—knowing your ‘why’ helps you pivot, adapt, and find new paths to your goal. It’s your secret weapon against the relentless bullets of failure and frustration.
In the startup world, we praise agility and resilience, but these are just buzzwords unless rooted in a deep understanding of purpose. When your product hits a snag, when your market strategy doesn’t pan out, or when your pitch falls flat – it’s the ‘why’ that will pull you through. It’s what transforms a setback into a setup for a comeback.
Remember, innovation is not just about creating something new; it’s about making something meaningful. Your ‘why’ is the soul of your venture. It’s what resonates with your customers, what ignites passion in your team, and what gives you the grit to keep going when everything else says stop.
So, my fellow Heretics, as you embark on your next venture, take a leaf out of Paddy Mayne’s book. Don’t just build for the sake of building. Ask why. Dig deep into the purpose behind your actions. It might just be the difference between a fleeting idea and a lasting impact. Stay radical, stay curious, and never forget to ask the most important question of all – why?
]]>Consider two people of similar ability. One works just 10% more than the other. It doesn’t seem like much at first glance, but this slight edge can result in the more diligent individual producing more than twice as much as their peer over time. Why? Because the more you know, the more you learn. The more you learn, the more you can do. And the more you can do, the more opportunities you create. It’s a self-reinforcing cycle.
But there’s a catch. To truly harness this compounding effect, you must prioritize effectively. Time is a limited resource. You can’t do everything, so you have to choose what to focus on. This choice will determine the trajectory of your growth curve. Think of it like investing money - not every investment yields high returns, so you choose carefully. Similarly, investing your time and effort into the right areas of knowledge and productivity will yield the highest returns.
By continuously learning and applying that knowledge, you accelerate your growth exponentially. Just remember, it requires a strategic approach - prioritizing effectively and embedding learning into your workflow. Now, go plant your tree and watch it grow!
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