You Don't Get What You Deserve

Don't go around saying the world owes you a living. The world owes you nothing. It was here first. - Mark Twain

Sometimes you have days where you exclaim what a friend of mine puts succinctly as "thank goodness I didn't get what I deserved." Two events reminded that today was one of those days.

First, I had brunch (yes, brunch.. don't judge) with a great friend and former professor who had made a large contribution in functionally saving my life a few years ago when I was (hopefully) a much different person dealing with the consequences of making much worse decisions than I do now.

Though we don't get together as frequently now (my fault), some portion of the conversation are dedicated to updating him on what I am up to. Because these conversations act as snapshots of my current life, we both reflected on where I was when our friendship began and the path to where I am now. I was humbled and reminded of the fact that there were a lot of people from '08-'09 willing to see beyond the scared, angry kid I was and instead focus on my potential and help me move from the former to the latter.

The funny thing about memory is how much of the total situation falls away to the point where you recall only a few fragments (usually the ones that cause the smallest amount of emotional upset). The other funny thing is how all the details come rearing back in vivid detail simply through conversation with the people that were there.

As we wrapped up our conversation and departed from the restaurant, I took stock of where my life is now and what it was just a few years ago. All of my relationships are fantastic (at least they are for me), I am awash with more opportunities than someone my age should be getting and have made enough progress as a human such that there are slightly more people who have nice things to say about me behind my back than those who feel inclined to say otherwise. Considering all the selfish, hurtful things I've done in the past, I am thankful that I have not gotten the full brunt of what I deserve.

This is what I was thinking about when I stumbled upon this:


That's right, a free skateboard with about 8 skateboard decks underneath sitting right in front of my apartment building. Double. Winning.

Life has a funny way placing things into motion such that your life works out the way it does. Sometimes you miss a deadline by a few seconds or make a wrong turn or you decide to have some agency and overcome that fear of making a connection with someone. All the little inches in life put you in place to give you the hand you have today. Everything that didn't work out (both good and bad) is giving you everything that is working out (again, both good and bad). The free skateboard I got today after brunch is a function of a desperate email I sent in November 2008. I didn't deserve it, but I'll took it anyway.

Some people may say that Karma is a bitch but I think that she's a pretty decent gal. I'm sure that if we look over our lives we'll realize that we a got a decent amount of good stuff and avoided at least 10x of the bad stuff we deserved through the same channel: serendipity ...or fate, if you are so inclined.

In either case, be thankful. Life is short. Continuously performing gap-analysis and complaining about how things "should" be is not good stewardship of your life. But if you must do it, then at least acknowledge the negative consequences that could have very well played out to make the life you have now a blessing.

Business Planning v. Business Discovery

He never risked sh#!,

He hoped and he wished it,

But it didn't fall in his lap,

So he ain't even here, he pretends

That airplanes in the night sky

Are like shooting stars.

- Eminem

For a majority of my undergrad career, I've turned in some pretty stellar plans. Marketing plans, operations plans, accounting plans.. name any part of the business and I've made a plan for it. I thought that this made me equipped to start a business so I ventured out into the elements, equipped with faux-optimism and faux-fearlessness, to start my first company, Dash & Cooper.

Let me just say that I was not equipped. The root cause for failure were twofold: I was scared out of my mind and all the plan development trickery I learned in my classes didn't help - in fact, it might have hurt me.

This is not to say that my education was useless; these classes laid a foundational understanding of basic business management concepts - many of which I use to optimize my metrics and provide the form of tracking my progress as I find product-market fit. What was useless was thinking that I was smart enough to know how the business was going to work and then take actions to accomplish that.

Unfortunately, common literature teaches this exact thing to nascent entrepreneurs.

To me, I see the following problem with writing plans: 1) they discount the value of customer feedback (rather than put a premium on it) 2) they typically assume that resources are not constrained or easily obtained 3) they assume that the business has already been running (as opposed to creating from scratch).

Thankfully I took Business Development this semester and it's not about writing a plan as an artifact to execute (erroneously) from. The class assumes that the plan is a catalytic byproduct of the pivoting that occurs as you race to find what your market wants - something that's called business discovery.

The big insight from the class last night is that business plans are mythical post-hoc documents that make logic out of the thrashing that occurs in the early days. It's a convenient narrative for founders and managers to say after the fact that they had a 'vision' and just 'got it done' when in reality, they happened to discover (often by accident) something new that was valued by others. Most human beings aren't that smart enough to have a 'vision' for Amazon.com, Groupon or Coca-Cola. These companies, as we know them today, began as something else and they pivoted back and forth until they found something that worked. THEN they scaled. They couldn't write a plan about what would happen, because no one knows how the market is going to respond to anything that you introduce to it.

There's nothing wrong with "Business Plans", they are a great byproduct that documents the experiments you are making to discover what's actually going to work. But to assume that you can write one and actually execute well is like driving backwards down the freeway and using your rear-view mirror to direct your actions: it's possible but increases the likelihood of crashing and burning.

To further my point, I recommend that you watch the following video about how the Groupon founder thrashed for 3 years before focusing on a small portion of his initial idea that would eventually become Groupon.

The Foundry - A Graduate's View

It’s a good idea to be yourself, not only because everybody else is taken, but because trying to be anything else doesn’t usually get you very far. - Chris Guillebeau

What is The Foundry?

It's a question that is easy to ask but hard to answer. What's amazing is how glib and cheesy it sounds when you try to describe its state of being its state of being. Foundry is not so much an organization as it is an experience; it focuses more on "doing" rather than "being."

So what is The Foundry? How about I start with what we do:

Participants are trained in the form and function of high-end, lightweight management technology. A high-leverage, precision-execution oriented set of documents that are easy to manage from, communicate the weekly snapshot of the company and allow managers to document their process as they push the frontier of their company forward. We use two documents, each are no longer than two pages. The quarterly planning document is called a MOKR (Mission, Objectives, Key Results) and a weekly planning Management Report that progresses the company to accomplish the quarterly objectives it sets for itself.

CEOs (and Foundry admins) are required to prepare a Management Report each week and upload it to their file within the Foundry Dropbox Folder by 6pm SHARP each Saturday. These documents reviewed by each CEO within a cohort. Each participant views the document with "revision marks" turned on and holds each other accountable for spelling, grammar and format defects. They also review each company's progress, plans and problems, keeping in mind that they are looking to contribute to assisting in any way possible.

On Monday morning they meet at 7:30am SHARP ready to add value to each other by providing insight, solutions or introductions within the their respective networks over the course of an hour so that the group progresses and learns faster together than any one individual would otherwise.

Foundry's role in that meeting is cultivate and batch together commons problems or challenges the cohort is facing ans solve them collectively - often leveraging a group discount or small sponsorship if the solution must be purchased.

The last requirement is to conduct a project review every 4 weeks which serves to model a board meeting. CEOs are encouraged to invite mentors, advisors, potential investors and other participants to engage in a dialoge about the monthly progress (things that are DONE and NOT DONE), personal and organizational learning, forward thinking plans and problems. It's typically a proverbial ass-kicking about your efforts to manage and guide your growing baby.. er, startup. It's an exhausting hour and a half but it provides clarity.

That's it. That's what we do. No fancy pants stratitegery. No superlative "crush it" dialogue. It's that simple. And it's effective.

Here's proof: 7 out 10 startups fail within the first year. 7 out of 10 Foundry companies survive.

So how do we generate the results that we do? The participants do everything. By participating in the Foundry, the act of contributing to each other creates their ownership in its existence. When participants no longer decide that the mechanics laid out above work for them, then we cease to exist. So far it's working.

That's why you can't talk about what it is unless you've been in it. To read and conceptualize what it's like is an order of magnitude different than to actually DO it - just like building a rocket ship out of legos doesn't qualify you to work for NASA.

Yes, we are a cult. Yes, we have rolling enrollment. So with these results and open-source management technology, why doesn't everyone join? The Foundry experience augments the startup experience which, like Fight Club, is confronting. Our management techniques aren't glitzy fancy pants Web 2.0 apps. They are 8x11 pieces of paper and they force you to publicly call yourself out to execute and announce to everyone when you don't. This alone confronts a lot of people who think that "getting the right answer" or "checking off a list" or " appearing to do complicated things with ease" makes them a good person.

For example I have seen experienced entrepreneurs get their asses handed to them in a Project Review or Monday Meeting by a 20-something student founder. And vice versa. This is a culture in which you learn, from everyone - ESPECIALLY when the message is packaged poorly. No one does that naturally, some stick around long enough to be transformed into someone that eventually welcomes this. Which is why most Foundry graduates are seemingly carved out of wood.

All of your inner demons, the thing that you have resistance around, will show up and be present in front of you and everyone else. Those uncomfortable and slimy "realities" that you do a good job of pretending aren't there, start announcing themselves loudly. What you decide to do at that point is what it means to be at risk to learn: you learn something, not about management or your company, but about yourself.

You will do this constantly, day in and day out.

We make a claim about forging entrepreneurs for life. On the surface it looks like company building but it's really the things that one learns when he or she is engages in the trench warfare of starting a company.

This is why Foundry accepts PEOPLE starting companies, NOT companies.

The Man Behind the Myth

This is a funny email conversation that I had late last night with fellow Foundry brother, David Oldham, CEO of O-Codes.

Dave: Would be cool to have a Dropbox folder for resumes/bios where people who wanted to join a startup could post their background and skillset for teams to review and then follow up with the individual if it's a good fit.

Me: Noted. I'll talk to Matt and Rob about that possibility and see if we can get something done formally.

Dave: You are the man behind the myth.

Me: Ha ha, indeed. What is the myth?

Dave: The myth: that a brilliant, ambitious young entrepreneur wander the dimly lit, cubicled halls of the Foundry late at night scheming up the world's next great invention; and if you happen to see him, touch his North Face jacket sleeve and you too will be imbued with magical entrepreneurial powers.

***

The funny thing about this is that I was wearing the exact North Face jacket he was referring to when I read the email this morning.

Let it be known though, that the character I play in life: the ambitious young entrepreneur, is in fact a myth. I am not out to create a world-shifting invention for the sake of personal accolades and bragging rights at cocktail parties. In fact, I'm not out to create a world-shifting invention at all. I just like building things that I find fascinating.

I am just a guy, who likes tinkering with machines that look like entrepreneurial endeavors. The ambition is often misinterpreted as "nerd-fervor" for seeing things come together on a spreadsheet. And young is often misinterpreted as... well actually I am young so there's nothing to say about that. As far as the North Face jacket, it probably won't imbue magical entrepreneurial powers, but it will help protect you against the cold.

So feel free to engage with the man (boy). Because that's who I am.. with a few foibles and flaws. Just like every other human being.

Perspective

I love experential knowledge.

Learning something through an experience is an experience in itself, often because we didn't expect to learn anything as the events started to unfold. Sometimes, this learning, at an even more basic is really the just the identification of something we didn't know was there before.

The thing about experience is that it takes your preconcieved notions about anything and changes the angle by which you view it. Sometimes that means just being closer to that object or notion. I think that often we think of a change of perspective as a matter of degrees but I have found that the world, your thoughts, your biases shift significantly when you get closer to something. The details of an ideal become more visible, as if you placed an HD lens over your perspective. You notice that it's not glossy, but rough and textured. Even more importantly, you realize that it's not as solid as you once thought in your former persective, but something that can be prodded, poked, and probed.. even molded; like slightly moist clay that you need to exert significant pressure to alter. You take a moment to reassess your surroundings, gauge your reaction, then reconcile them to previous thoughts and assumptions, then move on a slightly different person.

I have many ideals that have changed the closer that I moved to them. One moment you are at a seemingly significant distance from a lifestyle (group of actions, behaviors, thoughts, value system, consequences, etc), then a conversation throws you into the center of it. Now you are experiencing it from the inside looking out. Whereas you were previously looking at it from the outside at what you thought was an solid, opaque shell; you are realizing that your assumption was wrong: it's a permeable membrane that where you can move freely.

As I get further along in my college career, I also get closer to the "real world." My chosen profession is 'change agent', the world calls it entrepreneurship. I want my job to be invovled in start-ups. To many, this lends a sense of arrogance. I know because I felt the same way last year, when I was on the outside, looking at what were my (erroneous) assumptions about the entrepreneurship lifestyle. But I have been allowed to continue getting closer, and it's not some sugar-coated shell of wealth and adventure. Sure there's adventure, but there's massive sacrifice. I have learned about personal burn rate. That there is no trade-off, no tit-for-tat on focussing on one area of your life at the expense of another. In order to do this you have to change your perspective. Because of my passion for making awesome ideas a reality, I can align my personal life (what's that?) with my "work life".

To drive the point further, I am realizing that being an entrepreneur is an "all the time thing, not a some of the time thing". For those of us who played sports and excelled at them, we know that phrase is often Vince Lombardi's mantra on winning. Excellence, a critical component of anything that amounts to anything you do in life (should you so chose), is a state of being not something you turn on and off at will. So I have found a way to make my passion be the solvent and dropped the things in my life I thought I could compartmentalize to be dissolved into a whole new solution, spinning in the beaker of my life.

For years, up until a few weeks ago, I had no idea that I would have learned the things I just described, mainly because I didn't know they existed -that they were constant elements you had to accept as you walked through that membrane. Does it sound harsh? Well it depends on your perspective... The same company looks very different if you are viewing it through a corporate or entrepreneurial lens. Even more so depending where that particular lens is positioned.

But then again so is life. I once read that you actually train yourself to be a fatalist or opportunist. Even more interesting is that you can, through training, change. Your perspective, the lens in which you view anything, can be changed. Sometimes you move it under you own choice (intentional or not), sometimes life moves it for you. Or give you another one.

My challenge is this: take anything, anything, in your life that you feel absolutely certain on and change your perspective of it. Move the lens, adjust the focus, or get a new one altogether. See how things change and take notice of how you change in reaction to the new information. Then do it again. And keep doing it and see if you can alternate between all of these perspectives quickly and accurately. Then move on to something else, then let me know your reaction.