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Assume Everyone Will Leave in Year One
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When Our Ambition is Our Enemy
Are Startups in a "Silent Recession"?
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The Utter STUPIDITY of "Risking it All"
Committees Are Where Progress Goes to Die
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Why Most Founders Don't Get Rich
Investors will be Obsolete
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SMALL is the New Big — Embracing Efficiency in the Age of AI
The 9 Best Growth Agencies for Startups
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Risk it All vs Steady Paycheck
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How to Recruit a Rockstar Advisor
Why Having Zero Experience is a Huge Asset
My Competitor Got Funded — Am I Screwed?
The Hidden Treasure of Failed Startups
If It Makes Money, It Makes Sense
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$10K Per Month isn't Just Revenue — It's Life Support
The Ridiculous Spectrum of Investor Feedback
Startup CEOs Aren't Really CEOs
Series A, B, C, D, and E Funding: How It Works
Best Pitch Decks Ever: The Most Successful Fundraising Pitches You Need to Know
When to Raise Funds
Why Aren't Investors Responding to Me?
Should I Regret Not Raising Capital?
Unemployment Cases — Why I LOOOOOVE To Win Them So Much.
How Much to Pay Yourself
Heat-Seeking Missile: WePay’s Journey to Product-Market Fit — Interview with Rich Aberman, Co-Founder of Wepay
The R&D technique for startups: Rip off & Duplicate
Why Some Startups Win.
Chapter #1: First Steps To Validate Your Business Idea
Product Users, Not Ideas, Will Determine Your Startup’s Fate
Drop Your Free Tier
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Growth Isn't Always Good
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Staying Small While Going Big
Investors are NOT on Our Side of the Table
Who am I Really Competing Against?
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Actually, We Have Plenty of Time
Quitting vs Letting Go
How Startups Actually Get Bought
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Startup Financial Assumptions
Why Every Kid Should be a Startup Founder
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If a Startup Sinks, Founders Go Down With it
Founder Success: We Need a Strict Definition of Personal Success
Is Quiet Quitting a Problem at Startup Companies?
Founder Exits are Hard Work and Good Fortune, Not "Good Luck"
Finalizing Startup Projections
All Founders are Beloved In Good Times
Our Startup Culture of Entitlement
The Bullshit Case for Raising Capital
How do We Manage Our Founder Flaws?
What If my plan for retirement is "never retire"?
Startup Failure is just One Chapter in Founder Life
6 Similarities between Startup Founders and Pro Athletes
All Founders Make Bad Decisions — and That's OK
Startup Board Negotiations: How do I tell the board I need a new deal?
Founder Sacrifice — At What Point Have I Gone Too Far?
Youth Entrepreneurship: Can Middle Schoolers be Founders?
Living the Founder Legend Isn't so Fun
Why Do VC Funded Startups Love "Fake Growth?"
How Should I Share My Wealth with Family?
How Many Deaths Can a Startup Survive?
This is Probably Your Last Success
Why Do We Still Have Full-Time Employees?

Don't be Afraid to Take Big Swings

Wil Schroter

Don't be Afraid to Take Big Swings

The only way we grow is to bite off way more than we can chew.

There's this notion, however, that the way startups are built is by first building the entire product, team and infrastructure, and then attacking our market. While that sounds fantastic, it's actually not how startups grow.

We grow when we take giant leaps that are way beyond our current capacity and then figuring it out from there. In order to do that, we need to feel comfortable with taking these steps.

Am I Lying?

The first problem we all deal with is feeling like a fraud. We assume that if we're not 100% ready today, then we shouldn't even attempt to pitch our product to customers or investors. If that were true, startups would never get past a single Founder.

The reality is that we're constantly overselling ourselves. That's how we grow. The difference is how we deliver on those big claims. If we make big promises and fall short — that's on us. But if we make those same big promises and deliver, that's called growth. We can't predict the future (shit happens) but we can become laser-focused on backing up our claims.

What if I Fail?

Sometimes we take a huge swing and whiff entirely. But we get so anxious about potentially swinging and missing that we fail to swing at all, which is way worse. What we tend to forget about is that our "misses" are never quite that binary.

Let's say we've got a consulting business and we promise a new client that we'll put 5 new staff members (that we don't have) on the account. When the time comes, we fall short, and only get 3 new members on the account. Initially, we think "Well we missed, so it's a total fail." Not necessarily.

We may find that we have to push our 3 new hires harder. We may spend some time resetting the client's expectations. We may find out it only took 3 people. There are a million versions of how things might not work out, but they don't all end in abject failure. In fact, that's usually the least likely case.

The Cost of Not Swinging

What we should actually be focused on is the cost of NOT taking those swings. Every time we back down we actually hinder the growth of our startup. Our lack of confidence is as much a barrier to our success as the prospect of failure.

It's worth noting, too, that nothing builds confidence in ourselves or our teams like big swings and big wins. The more we make, the more we're willing to step up and make again. We have to think about these big swings as conditioning our team to win, and we only do that when we're willing to step up.

The funny thing is — there's never a "good" time. The time to take the leap is now, and it will always be now. JFDI.

In Case You Missed It

Should We Focus on Profit or Growth? Just because we're a startup doesn't mean we are entitled to profit or growth — so what do we focus on when we really want both?

How to Create a Founders Agreement for Your Startup What is a founders agreement — and do you need one? (Spoiler alert: You do.) Here's everything you need to know.

How Much Should I Be Working? (podcast) Wil and Ryan take a deep dive into the benefits of thinking quality and not quantity when it comes to your weekly punch card.

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Dory Ramey

Great Content!

Reply2 years ago

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