4 ms·

I disagree with much of this, having taken my own business (ecommerce platform) through this point and having mentored a few others through it. Growing a busin

I disagree with much of this, having taken my own business (ecommerce platform) through this point and having mentored a few others through it. Growing a business isn't about distinct phases. It's about a continuous, iterative programme of holistic improvement, where you are always working on the business, usually while working in the business. For instance, we followed a leapfrog model whereby we'd prioritise technical uplift (both product and internal tooling) and then structural uplift (hires, methods, practices, culture). When we were actively working on one we'd be planning another - and we worked like this from day zero, when we were just two dudes. It does differ between businesses and models. In the case of one business I consulted with, we (me, two founders) put together SOPs, defined the hell out of everything, hired like crazy (30+ in 3 months), and they got acquired for a large sum six months on. Muggins got doodley-squat, as until acquisition they were cash strapped, and afterwards the new owners wound it all up. What didn't survive the transition in either case was me. I hate working in process-driven tick-box-now orgs, which is why I started my own business in the first place, so hit the ejector button on my own org last year - my discomfort within the beast I grew manifested as a total deterioration of physical and mental health. Turns out I'm great at building them, which is a shame. So. It's easy enough to avoid humps if you're always planning ahead, always iterating, but the greater barrier is psychological - I guess few are willing to do the hard things you have to do to keep it on plan - like firing friends, "intensively monetising" customers, and generally playing a nerve-wracking seat of your pants game for years on end - because the cost is ultimately steep. Self hatred is like acid, and I honestly think most orgs fail because founders find it hard to completely compromise their values for the good of their business and employees.

ChuckMcM 9y ago
Then you're takeaway should be that if you wrote a book about your experience it would have solid sales :-). I think you were fortunate to have this sort of mindset from the beginning and I can tell you that it is not common. One of the 7 habits is to work on things that are important but not urgent. This is what you do when you're working on the next phase while executing on the current phase. I tell people it is like watching yourself drive. If you have the experience of teaching your kids to drive you might notice that they are much more likely to hit things when they are looking where they are driving, than they are when they are looking where they need to be. Another example I've heard is sailors walking with a cup off coffee on a ship that is moving with the waves. If the sailor watches the coffee to keep it from spilling, the coffee goes out of control and spills, but if the sailor looks to where they are going, the hand doesn't let the coffee spill. The same is true in business where if you focus so hard on how you are solving the current problem the next one hits you before you are ready for it. Whereas if you're thinking about the next problem while executing against the current one, then when the next one arrives you are already starting to execute against it. I'm serious about the book too. Its a very useful way of approaching running a business and many others would benefit from your experience if you could put it into book form.

ChuckMcM 9y ago

Then you're takeaway should be that if you wrote a book about your experience it would have solid sales :-). I think you were fortunate to have this sort of mindset from the beginning and I can tell you that it is not common. One of the 7 habits is to work on things that are important but not urgent. This is what you do when you're working on the next phase while executing on the current phase. I tell people it is like watching yourself drive. If you have the experience of teaching your kids to drive you might notice that they are much more likely to hit things when they are looking where they are driving, than they are when they are looking where they need to be. Another example I've heard is sailors walking with a cup off coffee on a ship that is moving with the waves. If the sailor watches the coffee to keep it from spilling, the coffee goes out of control and spills, but if the sailor looks to where they are going, the hand doesn't let the coffee spill. The same is true in business where if you focus so hard on how you are solving the current problem the next one hits you before you are ready for it. Whereas if you're thinking about the next problem while executing against the current one, then when the next one arrives you are already starting to execute against it. I'm serious about the book too. Its a very useful way of approaching running a business and many others would benefit from your experience if you could put it into book form.