We’re constantly complicating every single part of our lives. And that reflects on the actions that we take on a daily basis.
I am becoming a more and more experienced writer. Not a good writer. The point is that i was a very bad writer five years ago. I was the kind of writer that thinks he could eventually write good stuff but ends up spending hours and hours in front of a two paragraph blog post or e-mail, only to eventually discover that is too late to send or publish. It’s funny, i know. And why? Because I was constantly thinking it was not good enough. Of course, that happened without any input or feedback from none of my recipients. I had this constant thought that what I say/write/express could be done better. I was challenging every part of my writings to become “perfect”. So every time I had to write something the message I wanted to deliver lost its essence for the simple fact that too much thought was being put inside of it. And that made me a bad writer.
Then, when I started to build products and to design processes, I noticed that the same problem appeared. And that freaked me out. I knew I was probably smart enough not to under-think stuff, so the issue was that I involuntarily over-”thought” them. And it’s a big pain. However, as any major self induced bad habit, it could be solved if you started pushing yourself. And that’s what i did. It’s like waking up in the morning. Initially it’s a pain, but when you start analyzing it and push yourself every day, a new habit emerges and waking up in the morning becomes a delight.
Anyway, that freaked me out. And the more freaked out I became, the more I started to realize that it’s a huge connection between the product development process and the way I was deeply analyzing everything I had to do in my daily routine work. That had to stop. So I started to push myself.
So life became much better. No more over thinking meant releasing more often, meant that people stopped waiting and that feedback came quickly than ever. I started to just send that email. Just publish that article/paper/post. Just launch that product. Just cut-down that feature, that feature list, that process. Just do things the way you naturally tend to do them and then see what happens or be concerned about the results. Then improve. And if you do it enough times, you’ll automatically start getting things right and a new habit will emerge. It’s a great way to become better so that you can reach that level of self satisfaction you’re instinctively trying to reach.
So if any of you guys is like me, stop over-thinking stuff. It only helps you on loosing more time and people won’t notice it. Frustration will occur and deadlines will be lost.
Start-ups don’t have the smallest clue on which is the right way to build their product or services. Who to sell to or how to do it specifically? There are only a few that could scream, after sweat and hard work, things like “those are the 5000 people that will buy from us, no matter what! We’ve found them, we know everything about them and we have a long term relationship with them. And they won’t leave for whatever reason”. So it’s a huge, BIG, enormous difference between a start-up and any other organisation that knows what to do, how to do it and who are it’s customers. Start-ups don’t know.
So people working in start-ups(or the ones that should be working there) are different. They must accommodate with daily change, with things that must be redone and with ameliorating processes through iteration and fast failure. They must agree that only one set of ideas will still be standing after all the pivots and iterations. Those are the “Lessons learned” (from the ecosystem in which they activate). That’s what everybody should be interested in.
A good friend of mine from Bucharest was complaining that those type of individuals are very hard to find, especially in that region. At a given moment i would’ve agreed with him. Meantime i change my opinion. I see the problem linked with a good sense of management, for things to head the right way in a start-up. But more than that, it’s about experience, the ability to collaborate and determination. A team’s main asset is agility. There’s no such thing as departments, it’s just a handful of people and each of them represents a specific entity. Every single one deals with something: development, product, sales etc. They have to be accounted for their moves and they should test everything. They must collaborate to be able to take better decisions in the future and to build a better product.
If that raises an issue inside the company, if everybody expects a set of instructions, something surely doesn’t work. Keep looking for the right people that could stay put on their positions and bring the whole organisation to new heights.
And you’ll find’em.
Products vs. Jobs done. Hmm.
I would say it, without any necessary background or substance, that the probability of any software company to be successful is somewhere near 0(zero) if the concept was developed in a company that has decided what the customer wants.
And what happens then is that you develop a product and then you find that people don’t buy it. So then you have to hire(I don’t know if you ever heard of people like this), they’re called marketers. And the reason you have to have a marketer is that you’re trying to convince the customer that they need to buy the product, that you decided they need.
If instead you would’ve understand the job the customer’s trying to do, you actually wouldn’t need much marketing because customers will pull it into their lives. And almost always, those companies had somebody that was on the other side who knew the job. And it’s understanding the job that’s critical, in short supply. It’s not the ability to make products.
After Clayton M. Christensen