Anything other than building product or talking to customers needs to survive the challenge that it is, presumptively, a waste of time.
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It’s so, so, so easy to rack up weeks or months where a) you were busy, b) the things you were busy with certainly read like work, c) you were productive according to the internal logic of those tasks, and d) the business did not improve an iota.
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(I was as guilty of this as anyone, since I immensely enjoy a lot of the quotidian mechanics of business processes, like applying for insurance. To misquote a comic book movie: “And what is your business, the business of applying for insurance coverage?”
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“Make progress, not motion” Our very first employee taught us this lesson, he pointed out we were doing too much without getting anywhere. His comment made such an impact that we turned it into a core company value.
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Agree. But it’s hard to see which of the 40-80% of the work to drop when you’re in it. In retrospect it’s more obvious.
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Is it really that different to being a senior or even middle level manager/engineer at a megacorp? "Too much to do" happens outside small companies, too.
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Building a company is a long trip to the unknown. Learning how a great BHAG can be built without frozen the entrepreneur. To pursue a BHAG it is necessarily to trace a roadmap and starting to move as early possible, the combination of long time goal and agile action helps a lot
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So, so true
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