Tag: Work

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Startups

Day 243 and Delegation

One of the funniest aspects of hustle culture was its insistence on always being “on!” This maxim fought mightily against that other successful management truism; a successful CEO delegates. But how can you always be working if you have also successfully delegated your workload to a top notch team? Which one is it guys?!?!

I guess the logic was that you should always be working on whatever new horizon you has discovered in your perch as visionary founder but also be continually recruiting the best possible people to take on work as you should never be doing that work yourself. But those two directions are in obvious tension.

I think this tension ended up creating founders who exercise control of their anxiety through constantly searching for new ways to show off they were hard at work. We got addicted to busywork. Or at least the appearance of always being hard at work finding a new problem and then hiring talent to own it.

You’d always be finding new blockers at every turn, justifying it as growth and then you’d balloon your team hiring people for the work that you’d just found. I honestly wouldn’t be shocked if this was the driving force behind the trend of showing off your headcount growth.

“Oh we hired 50 people this quarter!” Sure but like were you actually blitzscaling or were you caught in the hustle/delegate hamster wheel? How many of those people actually materially moved your roadmap forward? I would bet at least some of them were just there to give you the emotional safety of claiming to yourself that you’d satisfied both hustle and delegation culture.

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Chronic Disease

Day 240 and Working for The Weekend

I forgot how great it feels to be so enthusiastic about work that it absorbs every viable hour of your weekend. I used to feel this way about work all the time, but as I’ve struggled to adapt to working with a chronic illness some of the joy got stripped away. It became all about juggling self care, rest and moderation. And I hadn’t found my balance yet.

It isn’t so much that work didn’t hold my attention, on the contrary, rather I became afraid of letting myself get too absorbed. If I overdid it and missed a medication or a meal or even a sign that I needed a break I’d find myself in pain. I’d crash if I wasn’t careful to watch my time and energy.

I would get into awful start stop cycles that gave me the worst of both worlds. I struggled to sustain a flow state because I was constantly vigilant for needing to take care of myself. And I’d beat myself up when I needed the rest which made it even more challenging to sustain the health I felt guilty for not having.

“ I feel bad. I’m going to take today off. Ok but make sure you feel so guilty about it you don’t get any real rest.” Dino Comics

But something has shifted for me recently. The fear and doubt that has hung over my attention is lifting. I am beginning to trust that I can work and break without hurting myself. I can accept breaks more readily than I used to. I don’t feel as if I need to be as vigilant to watch for signs of hurting my body.

Today I was able to enjoy multiple flow states. I worked with a founder on their fundraise. I worked on some writing for my fund Chaotic. I briefly felt overwhelmed, and while I did panic for a moment I stopped and rested. I asked for some help. The problem got solved. And now I feel satisfaction at a good work say. No pain. No crash. No exhaustion. No guilt for taking breaks. Just the quiet joy of having achieved my goals for the day.

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Emotional Work Startups

Day 230 and Punishment

I wish I understood why we feel the need to punish ourselves sometimes. What is it about human nature that makes us abuse ourselves? Oh we deserve it. It apparently has a social purpose as well according to Psychology Today

Self-punishment tends to serve a dual purpose as it not only relieves internal feelings of guilt but impacts how others perceive us as well.

I’ve been feeling guilty. This month is the two year anniversary of me selling my last company Stowaway to a private equity firm and pursuing a medical leave to diagnose and treat my spinal condition ankylosing spondylitis. It was a happy ending, at least mostly, with the company being put into better hands than mine. But I still felt guilty.

I felt bad I didn’t live up the expectations of our biggest dreams. I felt guilty I didn’t 100x the capital for my venture investors. I felt guilty that my colleagues had dedicated so much to me and I had failed to deliver on the outcome we had dreamed of in our early days.

So punishing myself seemed like the right thing to do. I deserved to be sick. I deserve to be in pain. I deserved for the whole world to read about my experience and my failures. I deserved to be shown in public as a weak sick woman. It sounds so abusive when I write it out. Like I thought I deserved to be tortured. But maybe that’s exactly what I felt.

I am trying to unearth why I have the self limiting belief that punishment is what I deserve. As it’s more than just the circumstance of selling a startup and not seeing the results I wanted. It’s got to be deeper than the rationalizations I’ve given.

I’ve practice family systems therapy. The basic premise is that our childhood informs how we react as adults. And by healing the rough patch’s or even traumas of those times we can live the life we choose. For me I felt abandoned as a child. I wanted my father in particular to be emotionally available. But it just wasn’t to be. But I held on to the idea that I must have deserved to be abandoned. But of course it had nothing to do with what I did or did not deserve. It wasn’t about me at all.

Now I remember that I am a capable, brilliant and above all reliable person who needs to accept what I can be and not be bound by what I learned in failure. Finding that and turning it into your superpower is where the real success comes from.

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Internet Culture

Day 226 and Brain Prostitutes

When you sell your intellect for a living you cannot afford to have a stupid day. When I was younger I sold my time but as I got older I got paid for my ideas. Or as one of my favorite anonymous Twitter accounts Becoming Critter said I’m “a brain prostitute.”

There isn’t a union for idea whores so when your mind has a sick day you are fucked. Not idea fucked, no, because then you’d get paid. If you can’t produce a good idea you’ve got nothing to sell. I personally found this entire concept of knowledge worker as as brain prostitution to be pretty amusing. It kind of takes the wind out of your sails if you’ve decided being a “knowledge worker” makes you better than other types of labor.

We’ve decided that selling your mind is higher status than selling your time but I think it’s all just a a clever way for the capital class to move labor into categories that produce better returns. If someone has found it beneficial to employ you, either for your time or your ideas, it’s because it’s worth more than you are getting paid.

I like that the intelligentsia is lying to themselves about being bourgeois. Doing practical things like running a grocery was beneath them. So they had to invent some exciting distinction that convinced everyone that selling ideas made you a better class of person than selling lettuce. I’m not really sure how Marx would see all of this but it seems like if you aren’t capital then you are still labor.

But I guess now that we’ve got rid of hereditary aristocracy the need for more elaborate distinctions for how we determine our betters is clear. The market demanded a rebrand. Personally I like idea whore better but I can see why we went with knowledge worker.

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Biohacking Emotional Work

Day 215 and Leisure

I’ve got a bad relationship with work. Since I was a teenager I’ve been compulsive about the idea of hard work. I don’t know how I got to have a problem with the Protestant Work Ethic but it seems likely I developed it long before I read Max Weber and found it’s comforting rationalizations about work’s inherent morality.

I’m fascinated by things like commodity aesthetics, the history of consumption, and theories of leisure & status. Partially because I got a kick out of supposing I was a better person than those wretched lazy types. I wasn’t so sophisticated to sneer “rentier” class as kid but I was well on my way to veneration of hard work and productive capital. An economics degree finished the job.

This was compounded by growing up in a family that worshipped the culture of Silicon Valley. The innovation of computers and the people that worked all hours to bring their creativity to the world were the most important people on the planet. They hadn’t quite crossed the cultural rubicon of power that the tech industry has now, but the power of making the future was hard work and heady stuff even before it captured the mainstream. I wanted to change the world like the people my father admired

There was a time when computing and automation raised questions of a new era of leisure. If we could move all of the work we’d previously done manually to automated systems perhaps humans could ascend to The Culture of Ian M Bank’s novels. In a distant future of abundance, sentient AIs run industry and production, so humanity can do, well, whatever it likes.

But we haven’t achieved a post scarcity world. If anything accumulating resources and showing you’ve done it by the rules of the meritocracy makes hard work even more crucial. You’ve got to play and win two games. You’ve got to make the money and show you’ve demonstrated the proper status while doing it. It seems like leisure is losing the battle quite soundly.

I’ve been pushing all year to get back to hard work. I’ve worked hard at my health. I’ve committed myself to biohacking. But really what if the obsession with working myself to the bone is killing me? I’ve been completely relaxed as I prepared for a medical procedure this week. I’ve never felt better. Which forced me to ask myself if maybe I better come to live leisure like the way I have loved work. It might be a much better life for me. The future sentient AIs might approve as well.

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Startups

Day 203 and Living Rent Free in Our Heads

There are two kinds of startup teams. The ones that forgive each other, and the ones that don’t. If you are very lucky, everyone forgives each other in time. But for the ones that can’t forgive each other, the pain of the experience is a curse. Your failures and weaknesses live in each others’ heads rent free. And that sucks.

I understand how the curse of the unforgivable startup sins get cast. I understand the pain of having people in your life that you cannot imagine forgiving because their sins against you feel too big. Startups are exactly the kind of place where forgiving seems impossible. Why? Building something new is painful.

New life, new business, new art. It hurts to birth something from nothing. Those laws of thermodynamics seem to indicate that energy doesn’t get made or lost, so sure, getting an idea to come into reality has to have an energy cost that comes from somewhere. I’d argue with startups it comes from our will. Maybe our soul. If you aren’t into that then money and time. It has a cost is what I’m saying and we pay it. And when we feel we’ve paid those costs unfairly it’s hard to forgive those whom we blame.

When you’ve given so much of yourself to make a new reality, the pain of it not succeeding is real. It hurts to realize we’ve failed. To come headfirst at the possibility that your sacrifice was for nothing is existential. That the energy you took to build something was for nothing.

With existential problems you’ve got two choices. Face who you are and your part in it or blame it on someone else. It is a lot harder to own existential yourself. If we are feeling like a victim there are people who we can blame. We hired wrong. We had cofounder issues. We couldn’t collaborate well. We had cultural mismatches.

There are endless reasons our failures are shared. And it’s true. Failure never has a single point. It wasn’t just you. But it’s not your cofounder or your teammates fault either. You have to forgive them. They have to forgive you. If you don’t they will live in your head rent free forever. And no one wants that. Find a way to forgive. Find a way to own your own existential failures. It’s not worth losing people over.

Categories
Finance Startups

Day 202 and Show Me Anything

I’m lucky to see work from founders at the very earliest stages. If you have a problem you are solving for chaotic world I’m generally interested in seeing it even if it’s just in the idea phase. But you have to show me you’ve got a plan to build a product. Any product is fine. Just show me something! Show me how you have the capacity to build even if you suck at it.

Bobby Goodlatte captured some of the sentiment I feel on the subject well with this exasperated Tweet.

What’s a “builder”? Show me something. Anything. Just show me one pixel you’ve created. That’s what a builder is. That’s why PM’s don’t qualify.

Sometimes it can feel hard to build something, anything, when you are very experienced. This is a problem I’ve seen across all kinds of impressive people. Academics, government folks and higher end finance folks, former c-suite executives. They know what good looks like so anything they can physically make with their own two hands will all look like crap.

I’d even go so far as to suggest there is an inverse relationship between how much you obfuscate your lack of existing product and your credentials. There are other corollaries on that basic theme. How comprehensible your product is right now is inversely related to how extensive your service layer is at the moment.

I see a lot of brilliant, extremely credentialed people solving big problems, but because making money is important they will pitch what amount to service companies without an existing product. But they will use extensive jargon and hand waving visionary opportunities to hide the fact that there isn’t any product layer yet. Which is weird because like eventually I’ll find out right? You wouldn’t want to trick your investors on the state of play.

I’d encourage you to stop trying to hide that fact. Don’t be embarrassed that you can’t make things to your standards. None of us can. New things always look like shit. Just own up to that reality and you will find more help from folks who will want to help make it better. Stop showing me CAGR and TAM and possibilities as a way of hiding that you haven’t built a product yet. It’s ok. You don’t need to have built something great yet.

Admit it. Show me some wireframes and a roadmap. I’ll take that way more seriously. In fact, I’ll probably overweight you showing me exactly what you do have and how you plan to use funds to improve it. That’s how much startup people value just building the damn thing.

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Startups

Day 182 and Operating Capital

Popular culture portrays Silicon Valley and the startup space as one where capital is king. But it’s not the kind of capital you might be envisioning. Money (literal capital) is less of a driver of success than your social capital. And a specific type of social capital is overlooked.

The people with the most social capital aren’t necessarily founders or venture capitalists. It’s the career startup operator that has a good reputation that matters. They have a type of social capital I call operating capital.

There is a reason the team slide matters in a pitch. Who you know and how much they like, respect and trust you has a lot more to do with what deals get done. Part of this is related to luck and timing. The most talented people aren’t always the ones that have big hits. In fact, we correlate failure more strongly to overall credibility.

This makes spotting who has the most status in startups tricky. In industries like finance, money keeps the score. In consumer packaged goods, it’s what brand team you were on. In startups, the score is tricky to quantify value. We’ve developed an elaborate system of social capital signaling that determines who is considered valuable. But within that social capital status in-group you will find that the executive team layer has some of the most pull as founders and board members build working trust with them over years.

Because we value operators as high social status individuals we build our social status signifiers around your proven capacity to problem solve. How you solve problems can make or break a startup.

And we need all kinds of thinking. We need system thinking, (ops), a knack for keeping talent motivated HR), an ability to drive excitement and warp reality (marketing and PR) and obviously you have to be able to make shit (product and engineering). The people with these capabilities are the ones that accrue the most operating capital. Find those high status people and you will never be far from a startup that may have a shot at the big time.

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Emotional Work Startups

Day 176 and Bias Against Action

There is a phrase popular amongst early stage startups meant to encourage faster problem solving; bias for action. It gained popularity as one of Amazon’s core principles.

Speed matters in business. Many decisions and actions are reversible and do not need extensive study. We value calculated risk taking.

Generally speaking this is a straight forward positive principle that individuals and organizations benefit from. It’s easy to become paralyzed by overthinking. The average person overweight risk and organizations are even more prone to this. Action is good when faced with external friction. And startups in particular can be killed by friction. I think a bias towards action is default good. I regularly use this methodology to make decisions for my life. In the face of uncertainty acting is often better than not.

But I’m learning that my tendency to “just do it” has some downsides. If I’m always trying to fit in more action, more decisions, more outcomes, then I can easily burn myself out. I can waste precious energy by always saying “yes” let’s do it. My enthusiasm can and does get the best of me. In other words, I’ve got a bias towards action that needs to be balanced out.

It’s hard for me to emotionally recognize that I need more of a bias against action. But I’m not saddled with the traditional issues that make a bias towards action necessary. I don’t struggle with willpower. I don’t struggle with meeting my commitments (short of being physically unable to work say 80 hour work weeks). Hell, I just decided on January first I would write something every day no matter what, and here I am almost halfway through my first year. When I commit to taking an action I generally mean it. Sometimes to my detriment given my workaholism.

So I’m reassessing when I personally need a bias towards action. Maybe I need to have a bias towards inaction so I do not let my enthusiasm for getting shit done set me back. I need to have a bias towards rest. I need to have a bias towards naps. I’d encourage you to ask yourself which side of the issue you come down on. Maybe it’s a bias towards action. That’s great! Do more and faster. But it’s also possible you are like me. Less can be more.

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Startups

Day 159 and Friction

Everyone has their mental models and super powers that make them unique. While I’ve written about my more specific skills like getting attention, one of my other super powers is a bit further down the stack.

I think I have a naturally immunity to the friction of inertia. The slow stickiness of life doesn’t seem to impact me as much as the average person. Generating momentum is my natural state. I guess this means my X-Men doppelgänger is the Juggernaut.

Juggernaut from X-Men: Last Stand saying “I’m the Juggernaut Bitch”

Startups suffer particularly from inertia around them. The world pushes back actively against changes. Think of inertia like eddies in the stream of linear time. You must get unstuck or you will circle forever alongside the stream, never getting anywhere while watching as others get ferried down the currents. That’s why I recommend to startups that they simply do whatever is necessary to generate momentum. Get the fuck out of the eddies of inertia.

When you are pushing against existing reality to make something new, you already need to significantly reduce friction just to get a shot on goal. You need to change opinions, learn new skills, bring together a team, work well together.

And that doesn’t even mean you will make the goal, even if all preparation work that goes right. All of that momentum you generated simply to have an opening. Yeah even then you can still fail. The market, your underdeveloped skills, your competitors, sheer dumb luck all have a chance to block your goal. That means you need to be undeterred by failure. You need to overcome friction consistently.

Overcome the inertia and the friction to keep taking more shots is your best chance. Probability likes your odds from five shots better than one.