How to Fail: 25 Secrets Learned through FailureSeptember 23rd, 2008 View Comments |
I started to write about the keys of success for entrepreneurs and startups, but as I wrote I realized that while I’ve seen companies fail, projects flounder and ideas die, I’ve had little first-hand experience with success. My ideas on the keys to success remain just that: ideas.
But I’ve learned a lot through failure. Close observation and unfortunate first-hand personal experiences have taught me many lessons about why companies fail.
Let’s be clear: this is intended to be an assessment of the 25 most important lessons I have learned through failure, not a comprehensive analysis of all the reasons entrepreneurs and startups fail (and trust me, this is the shortened version: I’ve learned more than 25).
The first sixteen primarily address strategic and operational issues while the last nine deal more with management and organizational issues. Since I believe the three most important factors for any company are people, product and market, I’m not sure that I’ve come up with the “appropriate” ratio of ways to fail, but perhaps you’ll have ideas that will bring the ratio more in line. I’m looking forward to hearing about the secrets you’ve learned through failure.
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- Click here to read the PDF PowerPoint post on Slideshare (much nicer looking, streaming over the web, easy to share and embed.)
- UPDATED 10/1: Click here to download the eBook-style PDF of this post.
- Continue below to read on web (right here, right now).
How to Fail: 25 Secrets Learned through Failure
1. Dither, dither, dither; plan, plan, plan.
Instead: Fail fast. Fire, aim, repeat.
Time is the most valuable asset a person has, and yet it’s the easiest and most common thing wasted. Speed breeds momentum and passion, motivation and a bias for action. Learning through experience is far more valuable than learning through planning, prototyping or researching as nothing is more direct, meaningful and visceral than seeing how something works (or doesn’t).
What is the second-most important asset? Passion. People only have so much passion, intellect and interest to devote to ideas without seeing results, without seeing the fruit of their labour. Give people the chance to succeed and the opportunity to learn without drowning them in the process. Few things are more demotivating than working on a project for an extensive amount of time just to see it canceled shortly before it would have seen the light of day.
2. Postpone hard decisions until you have to make hard trade-offs.
Instead: Make decisions earlier to create options and build flexibility.
Make decisions before you think you need to. You’re probably too late if you come to the point where you realize you have to make a choice between hard trade-offs. By waiting to make a decision you’ve created trade-offs instead of options. Postponing decisions in the attempt to optimise your results is probably a waste of your resources in other ways.
3. Copy tactics.
Instead: Create strategies.
Blindly following the tactics and path of other companies is a sure route to failure. The right tactics are indelibly linked to the internal and external environments a company faced at a particular point in time. Companies regularly fail by adopting old business models or basing a business on artificially protecting old business models. Re-applying another company’s tactics neglects to consider the process and path they took to success.
Followers focus on tactics and tools rather than strategies and goals.
4. “Fight the good fight.”
Instead: Pick the right battles, at the right time, with the right people. *
There is a time and a place for everything. Make prudent decisions based on your present and future situation and capabilities rather than fighting every battle that comes your way. The hardest part for every startup is staying in the game, thus do everything you can do to stay in the game give yourself the opportunity for future success.
Implications:
- Leave big, systemic, intractable problems to big companies with the resources to get knocked down and get up again. Instead, solve simple problems (big and small) where you can have a direct impact.
- Let large companies create standards. Stay away from basing your success on re-creating the wheel for the industry. If your valuable, innovation solutions for your customers are meant to be industry standards, then they will naturally become the standards, but do not depend on systemic change for your success.
- Leave large, cross-industry partnerships between incumbents to large, established companies. Startups will almost always be caught between the old battles and priorities of established companies, better to not depend on having to solve their relationships for your success.
5. Solve your problems.
Instead: Solve their problems.
Alternate interpretation: Solve buyers’ problems instead of solving sellers’ problems.
Don’t create solutions that make things easier for you. Create solutions that solve problems for your customers and buyers; they typically don’t care about your own internal problems.
6. Focus on the long-term.
Instead: Focus on the short-term.
You exist in the short-term, you don’t know if you will in the long-term. Make decisions that matter now. In fact, your view of the long-term will probably be wrong; instead, make decisions now that build options that allow you to adjust to the inevitable differences between now and the future.
7. Build prototypes, mockups and samples.
Instead: Start building in a format and medium as close to the finished product as possible, and iterate, iterate, iterate.
Nothing saps the spirit more than creating mockups and designs without making progress toward a completed product. Most often the product cannot be created exactly as it is designed, and thus it is important to learn through working on the product itself, not the design.
Obviously different products require different levels of designing, blueprints and planning; but the focus should always be on the quality of the finished product and not the model.
8. Let data make decisions.
Instead: Use data to guide decisions.
There is always incomplete data whenever you create something new. In a world of incomplete information, data can help you make a decision but it must be treated as a guide to a decision, not the decision. You are more likely to neglect to evaluate an “unknown unknown” than you are to misjudge a “known unknown.” Spend your time wisely on asking the right questions rather than just coming up with the right answers.
9. Give customers everything they want.
Instead: Listen to customers, then throw (almost) all of it away.
Closely related to how to use data: one of the best advantages of a small company is that everyone interacts with customers or can directly see how customers are using their product or service (wait: not everyone does?).
Large companies are forced to split tasks, accountabilities and “strategy” up into small pieces by the very nature of being large. The increased interactions and interlocking tasks creates layers of decision-making and abstracts the tasks away from the impacts they have on customers.
If you are in a position where you cannot directly listen to a customer, talk to a customer or directly see what a customer is doing, then you’re too far away.
10. “New, New, New!”
Instead: F*** new. What’s different? What’s better?
Unless new adds something to the equation, new is not good enough. New is not enough to get people to switch; and if they are switching to you, it’s pretty likely they’ll switch away from you when you’re no longer new.
11. Leave money on the table.
Instead: Raise all the capital you should each time you’re at the trough.
More companies die through lack of capital than any other reason. Capital buys time and creates options; it allows you to stay in the game through the inevitable mistakes, misjudgments and external market shifts out of your control.
The key here is “should.” Raising small amounts of capital to test an idea or to get a quality investor involved or to validate the idea are all good reasons to raise smaller amounts of money; raising smaller amounts of money to optimise the valuation at the next fund-raising round is not a good reason. You’ll spend more money and more time than projected and you’ll be looking at a range of hard trade-offs in your next round of fund-raising.
Cash is king.
12. Optimise for the best-case scenario.
Instead: Build redundancy and plan for the worst-case scenario.
Projects take longer than planned. Production is more expensive than projected. Sales come slower than forecasted. Market conditions change, competitors shift gears.
The only guarantee is that things will change. Depending on the past to predict the future is a bad bet because the risk / reward trade-off is inevitably skewed; things are guaranteed to change, yet the rewards are poorly priced into current risk.
Create solutions for things that don’t change. Create a structure that allows you to stay in the game. Instead of depending on a step-by-step sequential plan, create alternate, parallel paths that allow you to adapt your various workstreams to the changing environment and marketplace.
13. Over-promise, over-sell, under-deliver.
Instead: Over-promise, over-sell, over-deliver.
The vast majority of startups fail because the problems they aim to solve exist for a reason. Aim high and deliver high, and if you can’t do that, then you probably won’t succeed. Justifying mistakes is merely rationalization.
However, “over-delivering” does not equal “doing more”. If you attempt to over-deliver by adding more and more features, more promises, more capabilities, you’re reducing your likelihood of delivering on any of them. Focus on the getting the minimum done exceptionally well.
When in doubt, do less.
14. Be stubborn in the face of failure.
Instead: Be determined in the face of disbelief.
The doubters are inevitable and the odds are stacked against entrepreneurs and startups, thus it is crucial to believe in yourself, your company and your solution. Yet that determination can become our biggest weakness when it manifests itself as stubbornness or inflexibility; we can learn more through failures than successes.
The difference between determination and stubbornness is the difference between ignoring people and ignoring results.
Flexibility is a virtue, not a weakness; error is inevitable, thus accept being wrong and make more mistakes to learn better and faster.
15. “We can build a successful business by capturing just X% of the market.”
Instead: Sell to one customer. Repeat. Repeat. Repeat.
It is impossible for a company or an employee to grasp “the market.” All of your potential customers face slightly different problems and nobody wants to be the “average customer” at the median of the market. Focus your attention and all of your employees on being the best solution for a single customer and grow by winning customer after customer.
By attempting to appeal to everyone, you’ll likely appeal to no one.
Know the difference between the mass market and the niche market and build your entire business on that understanding.
16. Depend on outsiders to make key decisions or develop key components.
Instead: Make your own key decisions and build your own core competitive advantages.
Outsourcing parts of your business is a key way to focus your time and attention on what matters; but be sure to keep your core competitive advantage in-house. The key decisions that affect the future of your business should be made by you and your company.
Consultants, partners and investors will simply make different decisions using their frameworks guided by their incentives and payoff structures, despite all good intentions.
Consultants can be valuable for large companies by exposing them to new ideas and processes and shaking up ingrained ways of doing business, but at a startup nothing is ingrained and creating new ideas and solutions should be the key part of your business. If you need a consultant to make a decision or build a solution for you, you’re making the wrong decisions or building the wrong solutions.
17. “I know more than anyone else.”
Instead: If you think you’re the smartest person in the room, you’re the fool.
If you are indeed the smartest person in the room, then you’ve picked the wrong people to work with. If you’re not the smartest person in the room but think you are, then you’re simply (usually disastrously) wrong.
Hire people smarter than you. Work with people smarter than you. Listen to them. Let them lead you. Take the blame for all failures, give away the credit for all successes.
18. A unanimous decision means we’re all right.
Instead: If everybody agrees, you’re probably all wrong.
Startups face big decisions in areas of uncertainty. If everyone takes the same decision using the same information then you’re probably not structuring the choices appropriately.
Expose yourself to a more diverse set of opinions and interpretations to re-structure the choices. Differences of opinion are warning signs for decisions; use these warning signals to identify the areas where you need to structure more options in your investment decisions. Since nobody really knows the exact path to success, build flexibility and don’t depend on everything to go right for success.
19. Hire resumes.
Instead: Hire people: curiosity, passion, interpersonal skills and drive.
Who would you rather work with: a resume or a person?
Remember that resumes are naturally biased, created and carefully manipulated by job-seekers as marketing devices.
Hire people you want to work with based on the traits, characteristics and behavior you see. It takes more time to hire people rather than resumes, but the risk and downside of hiring a poorly-suited person is higher than the downside of an empty position.
20. Create rules to outline decisions.
Instead: Create incentives to guide decisions.
Incentives align priorities. Rules do not create loyalty or empower employees. Instead of telling people what to do, outline goals and let them lead you to the destination. If you work with people smarter than you (and you probably do), then it’s important to listen and learn from them.
Give up control; you never really had it anyway.
21. Reward activity.
Instead: Reward achievements, both failures and successes.
Failure is an inevitable by-product of an innovative company, thus it’s important to reward people’s failures along with their successes. Ending a project can be as valuable as pushing forward, since misguided activity wastes resources, time and people’s passion.
While process is important, remember that it’s results that count. Academic exercises (efforts that will never be executed) are called “academic” for a reason.
22. Meet to discuss.
Instead: Meet to decide.
Meetings used to disseminate information are the biggest time-sink at almost all companies. Nobody likes meetings and the interruptions they create.
If you are meeting, structure an agenda that leads to a decision being made right then. Use other methods of communication to disseminate information and updates.
If you need meetings to “get everyone on the same page”, then you have bigger problems the meeting will probably not address.
23. Work under “understandings”.
Instead: Create legal agreements as soon as possible.
The process of creating legal agreements is more valuable than the resulting documents themselves. Creating legal agreements forces people to make clear decisions and eliminates the different perceptions and the illusion of agreement that “understandings” invariably create.
24. Everything matters.
Instead: Recognize the difference between “penny-wise” and “pound-foolish”.
Focus on what matters. “Penny-wise and pound-foolish” is a phrase that describes the tendency to focus on small, marginal-value things that we can see to the detriment of focusing more important, valuable but perhaps less-obvious options.
While the phrase is more generally used to describe investment decisions (e.g. spending time on evaluating ways to cut small expenses instead of focusing on larger profit opportunities), it applies to any resource investment: time, money, people, passion, intellect, focus, integrity.
And last but not least,
25. Treat these secrets as absolutes.
Instead: Know all the rules completely so you can break them perfectly.
I didn’t come up with this one. [1] But even if it’s a bit hokey, it’s true: there are very, very few absolutes in the world.
[1] Generally mistakenly attributed to the Dalai Lama. Google it.
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More:
- Read the PDF PowerPoint on Slideshare.
- UPDATED 10/1: Click here to download the eBook-style PDF of this post.
—
* I’ll admit, this is probably my own biggest and most common personal failure.
September 23rd, 2008 at 09:31
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September 23rd, 2008 at 09:31
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September 23rd, 2008 at 09:31
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September 23rd, 2008 at 09:31
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September 23rd, 2008 at 09:31
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September 23rd, 2008 at 09:31
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September 23rd, 2008 at 09:31
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September 23rd, 2008 at 09:31
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September 23rd, 2008 at 09:31
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September 23rd, 2008 at 09:31
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September 23rd, 2008 at 09:31
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September 23rd, 2008 at 09:31
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September 23rd, 2008 at 09:31
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September 23rd, 2008 at 09:31
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September 23rd, 2008 at 09:31
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September 23rd, 2008 at 09:31
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September 23rd, 2008 at 09:31
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September 23rd, 2008 at 09:31
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September 23rd, 2008 at 09:31
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September 23rd, 2008 at 09:36
#2 is important – the difference between many of the successful and not-so-successful is the time it takes to make a decision and go with it. The better formed the decision, even better.
September 23rd, 2008 at 09:36
#2 is important – the difference between many of the successful and not-so-successful is the time it takes to make a decision and go with it. The better formed the decision, even better.
September 23rd, 2008 at 09:36
#2 is important – the difference between many of the successful and not-so-successful is the time it takes to make a decision and go with it. The better formed the decision, even better.
September 23rd, 2008 at 09:36
#2 is important – the difference between many of the successful and not-so-successful is the time it takes to make a decision and go with it. The better formed the decision, even better.
September 23rd, 2008 at 09:36
#2 is important – the difference between many of the successful and not-so-successful is the time it takes to make a decision and go with it. The better formed the decision, even better.
September 23rd, 2008 at 09:36
#2 is important – the difference between many of the successful and not-so-successful is the time it takes to make a decision and go with it. The better formed the decision, even better.
September 23rd, 2008 at 09:36
#2 is important – the difference between many of the successful and not-so-successful is the time it takes to make a decision and go with it. The better formed the decision, even better.
September 23rd, 2008 at 09:36
#2 is important – the difference between many of the successful and not-so-successful is the time it takes to make a decision and go with it. The better formed the decision, even better.
September 23rd, 2008 at 09:36
#2 is important – the difference between many of the successful and not-so-successful is the time it takes to make a decision and go with it. The better formed the decision, even better.
September 23rd, 2008 at 09:36
#2 is important – the difference between many of the successful and not-so-successful is the time it takes to make a decision and go with it. The better formed the decision, even better.
September 23rd, 2008 at 09:36
#2 is important – the difference between many of the successful and not-so-successful is the time it takes to make a decision and go with it. The better formed the decision, even better.
September 23rd, 2008 at 09:36
#2 is important – the difference between many of the successful and not-so-successful is the time it takes to make a decision and go with it. The better formed the decision, even better.
September 23rd, 2008 at 09:36
#2 is important – the difference between many of the successful and not-so-successful is the time it takes to make a decision and go with it. The better formed the decision, even better.
September 23rd, 2008 at 09:36
#2 is important – the difference between many of the successful and not-so-successful is the time it takes to make a decision and go with it. The better formed the decision, even better.
September 23rd, 2008 at 09:36
#2 is important – the difference between many of the successful and not-so-successful is the time it takes to make a decision and go with it. The better formed the decision, even better.
September 23rd, 2008 at 09:36
#2 is important – the difference between many of the successful and not-so-successful is the time it takes to make a decision and go with it. The better formed the decision, even better.
September 23rd, 2008 at 09:36
#2 is important – the difference between many of the successful and not-so-successful is the time it takes to make a decision and go with it. The better formed the decision, even better.
September 23rd, 2008 at 09:36
#2 is important – the difference between many of the successful and not-so-successful is the time it takes to make a decision and go with it. The better formed the decision, even better.
September 23rd, 2008 at 09:36
#2 is important – the difference between many of the successful and not-so-successful is the time it takes to make a decision and go with it. The better formed the decision, even better.
September 23rd, 2008 at 09:36
#2 is important – the difference between many of the successful and not-so-successful is the time it takes to make a decision and go with it. The better formed the decision, even better.
September 23rd, 2008 at 09:36
#2 is important – the difference between many of the successful and not-so-successful is the time it takes to make a decision and go with it. The better formed the decision, even better.
September 23rd, 2008 at 09:36
#2 is important – the difference between many of the successful and not-so-successful is the time it takes to make a decision and go with it. The better formed the decision, even better.
September 23rd, 2008 at 09:36
#2 is important – the difference between many of the successful and not-so-successful is the time it takes to make a decision and go with it. The better formed the decision, even better.
September 23rd, 2008 at 09:36
#2 is important – the difference between many of the successful and not-so-successful is the time it takes to make a decision and go with it. The better formed the decision, even better.
September 23rd, 2008 at 09:36
#2 is important – the difference between many of the successful and not-so-successful is the time it takes to make a decision and go with it. The better formed the decision, even better.
September 23rd, 2008 at 09:36
#2 is important – the difference between many of the successful and not-so-successful is the time it takes to make a decision and go with it. The better formed the decision, even better.
September 23rd, 2008 at 09:36
#2 is important – the difference between many of the successful and not-so-successful is the time it takes to make a decision and go with it. The better formed the decision, even better.
September 23rd, 2008 at 09:36
#2 is important – the difference between many of the successful and not-so-successful is the time it takes to make a decision and go with it. The better formed the decision, even better.
September 23rd, 2008 at 09:36
#2 is important – the difference between many of the successful and not-so-successful is the time it takes to make a decision and go with it. The better formed the decision, even better.
September 23rd, 2008 at 09:36
#2 is important – the difference between many of the successful and not-so-successful is the time it takes to make a decision and go with it. The better formed the decision, even better.
September 23rd, 2008 at 09:36
#2 is important – the difference between many of the successful and not-so-successful is the time it takes to make a decision and go with it. The better formed the decision, even better.
September 23rd, 2008 at 09:36
#2 is important – the difference between many of the successful and not-so-successful is the time it takes to make a decision and go with it. The better formed the decision, even better.
September 23rd, 2008 at 09:36
#2 is important – the difference between many of the successful and not-so-successful is the time it takes to make a decision and go with it. The better formed the decision, even better.
September 23rd, 2008 at 09:36
#2 is important – the difference between many of the successful and not-so-successful is the time it takes to make a decision and go with it. The better formed the decision, even better.
September 23rd, 2008 at 12:50
thanks… granted, different industries face different problems, but some points of view apply consistently.
September 23rd, 2008 at 12:50
thanks… granted, different industries face different problems, but some points of view apply consistently.
September 23rd, 2008 at 12:50
thanks… granted, different industries face different problems, but some points of view apply consistently.
September 23rd, 2008 at 12:50
thanks… granted, different industries face different problems, but some points of view apply consistently.
September 23rd, 2008 at 12:50
thanks… granted, different industries face different problems, but some points of view apply consistently.
September 23rd, 2008 at 12:50
thanks… granted, different industries face different problems, but some points of view apply consistently.
September 23rd, 2008 at 12:50
thanks… granted, different industries face different problems, but some points of view apply consistently.
September 23rd, 2008 at 12:50
thanks… granted, different industries face different problems, but some points of view apply consistently.
September 23rd, 2008 at 12:50
thanks… granted, different industries face different problems, but some points of view apply consistently.
September 23rd, 2008 at 12:50
thanks… granted, different industries face different problems, but some points of view apply consistently.
September 23rd, 2008 at 12:50
thanks… granted, different industries face different problems, but some points of view apply consistently.
September 23rd, 2008 at 12:50
thanks… granted, different industries face different problems, but some points of view apply consistently.
September 23rd, 2008 at 12:50
thanks… granted, different industries face different problems, but some points of view apply consistently.
September 23rd, 2008 at 12:50
thanks… granted, different industries face different problems, but some points of view apply consistently.
September 23rd, 2008 at 12:50
thanks… granted, different industries face different problems, but some points of view apply consistently.
September 23rd, 2008 at 12:50
thanks… granted, different industries face different problems, but some points of view apply consistently.
September 23rd, 2008 at 12:50
thanks… granted, different industries face different problems, but some points of view apply consistently.
September 23rd, 2008 at 12:50
thanks… granted, different industries face different problems, but some points of view apply consistently.
September 23rd, 2008 at 12:50
thanks… granted, different industries face different problems, but some points of view apply consistently.
September 23rd, 2008 at 12:50
thanks… granted, different industries face different problems, but some points of view apply consistently.
September 23rd, 2008 at 12:50
thanks… granted, different industries face different problems, but some points of view apply consistently.
September 23rd, 2008 at 12:50
thanks… granted, different industries face different problems, but some points of view apply consistently.
September 23rd, 2008 at 12:50
thanks… granted, different industries face different problems, but some points of view apply consistently.
September 23rd, 2008 at 12:50
thanks… granted, different industries face different problems, but some points of view apply consistently.
September 23rd, 2008 at 12:50
thanks… granted, different industries face different problems, but some points of view apply consistently.
September 23rd, 2008 at 12:50
thanks… granted, different industries face different problems, but some points of view apply consistently.
September 23rd, 2008 at 12:50
thanks… granted, different industries face different problems, but some points of view apply consistently.
September 23rd, 2008 at 12:50
thanks… granted, different industries face different problems, but some points of view apply consistently.
September 23rd, 2008 at 12:50
thanks… granted, different industries face different problems, but some points of view apply consistently.
September 23rd, 2008 at 12:50
thanks… granted, different industries face different problems, but some points of view apply consistently.
September 23rd, 2008 at 12:50
thanks… granted, different industries face different problems, but some points of view apply consistently.
September 23rd, 2008 at 12:50
thanks… granted, different industries face different problems, but some points of view apply consistently.
September 23rd, 2008 at 12:50
thanks… granted, different industries face different problems, but some points of view apply consistently.
September 23rd, 2008 at 12:50
thanks… granted, different industries face different problems, but some points of view apply consistently.
September 23rd, 2008 at 12:54
and, hmm, how to say … it's a book … if shirkey and godin can make a book out of not much more than this, so can t. davidson … if you want
September 23rd, 2008 at 12:54
and, hmm, how to say … it's a book … if shirkey and godin can make a book out of not much more than this, so can t. davidson … if you want
September 23rd, 2008 at 12:54
and, hmm, how to say … it's a book … if shirkey and godin can make a book out of not much more than this, so can t. davidson … if you want
September 23rd, 2008 at 12:54
and, hmm, how to say … it's a book … if shirkey and godin can make a book out of not much more than this, so can t. davidson … if you want
September 23rd, 2008 at 12:54
and, hmm, how to say … it's a book … if shirkey and godin can make a book out of not much more than this, so can t. davidson … if you want
September 23rd, 2008 at 12:54
and, hmm, how to say … it's a book … if shirkey and godin can make a book out of not much more than this, so can t. davidson … if you want
September 23rd, 2008 at 12:54
and, hmm, how to say … it's a book … if shirkey and godin can make a book out of not much more than this, so can t. davidson … if you want
September 23rd, 2008 at 12:54
and, hmm, how to say … it's a book … if shirkey and godin can make a book out of not much more than this, so can t. davidson … if you want
September 23rd, 2008 at 12:54
and, hmm, how to say … it's a book … if shirkey and godin can make a book out of not much more than this, so can t. davidson … if you want
September 23rd, 2008 at 12:54
and, hmm, how to say … it's a book … if shirkey and godin can make a book out of not much more than this, so can t. davidson … if you want
September 23rd, 2008 at 12:54
and, hmm, how to say … it's a book … if shirkey and godin can make a book out of not much more than this, so can t. davidson … if you want
September 23rd, 2008 at 12:54
and, hmm, how to say … it's a book … if shirkey and godin can make a book out of not much more than this, so can t. davidson … if you want
September 23rd, 2008 at 12:54
and, hmm, how to say … it's a book … if shirkey and godin can make a book out of not much more than this, so can t. davidson … if you want
September 23rd, 2008 at 12:54
and, hmm, how to say … it's a book … if shirkey and godin can make a book out of not much more than this, so can t. davidson … if you want
September 23rd, 2008 at 12:54
and, hmm, how to say … it's a book … if shirkey and godin can make a book out of not much more than this, so can t. davidson … if you want
September 23rd, 2008 at 12:54
and, hmm, how to say … it's a book … if shirkey and godin can make a book out of not much more than this, so can t. davidson … if you want
September 23rd, 2008 at 12:54
and, hmm, how to say … it's a book … if shirkey and godin can make a book out of not much more than this, so can t. davidson … if you want
September 23rd, 2008 at 12:54
and, hmm, how to say … it's a book … if shirkey and godin can make a book out of not much more than this, so can t. davidson … if you want
September 23rd, 2008 at 12:54
and, hmm, how to say … it's a book … if shirkey and godin can make a book out of not much more than this, so can t. davidson … if you want
September 23rd, 2008 at 12:54
and, hmm, how to say … it's a book … if shirkey and godin can make a book out of not much more than this, so can t. davidson … if you want
September 23rd, 2008 at 12:54
and, hmm, how to say … it's a book … if shirkey and godin can make a book out of not much more than this, so can t. davidson … if you want
September 23rd, 2008 at 12:54
and, hmm, how to say … it's a book … if shirkey and godin can make a book out of not much more than this, so can t. davidson … if you want
September 23rd, 2008 at 12:54
and, hmm, how to say … it's a book … if shirkey and godin can make a book out of not much more than this, so can t. davidson … if you want
September 23rd, 2008 at 12:54
and, hmm, how to say … it's a book … if shirkey and godin can make a book out of not much more than this, so can t. davidson … if you want
September 23rd, 2008 at 12:54
and, hmm, how to say … it's a book … if shirkey and godin can make a book out of not much more than this, so can t. davidson … if you want
September 23rd, 2008 at 12:54
and, hmm, how to say … it's a book … if shirkey and godin can make a book out of not much more than this, so can t. davidson … if you want
September 23rd, 2008 at 12:54
and, hmm, how to say … it's a book … if shirkey and godin can make a book out of not much more than this, so can t. davidson … if you want
September 23rd, 2008 at 12:54
and, hmm, how to say … it's a book … if shirkey and godin can make a book out of not much more than this, so can t. davidson … if you want
September 23rd, 2008 at 12:54
and, hmm, how to say … it's a book … if shirkey and godin can make a book out of not much more than this, so can t. davidson … if you want
September 23rd, 2008 at 12:54
and, hmm, how to say … it's a book … if shirkey and godin can make a book out of not much more than this, so can t. davidson … if you want
September 23rd, 2008 at 12:54
and, hmm, how to say … it's a book … if shirkey and godin can make a book out of not much more than this, so can t. davidson … if you want
September 23rd, 2008 at 12:54
and, hmm, how to say … it's a book … if shirkey and godin can make a book out of not much more than this, so can t. davidson … if you want
September 23rd, 2008 at 12:54
and, hmm, how to say … it's a book … if shirkey and godin can make a book out of not much more than this, so can t. davidson … if you want
September 23rd, 2008 at 12:54
and, hmm, how to say … it's a book … if shirkey and godin can make a book out of not much more than this, so can t. davidson … if you want
September 23rd, 2008 at 15:12
Very well written! The only one I would disagree with is (7). As someone who has to work under a limited budget, I don't have the luxury of spending big $$ on the finished product … or even a working prototype … right from the get go.
If you put some examples for each of these, I agree with another poster that this would be a great book.
Despite your advice against using consultants in a startup environment, I would hire you in a heartbeat if you have the bandwidth and ability to travel
September 23rd, 2008 at 15:12
Very well written! The only one I would disagree with is (7). As someone who has to work under a limited budget, I don't have the luxury of spending big $$ on the finished product … or even a working prototype … right from the get go.
If you put some examples for each of these, I agree with another poster that this would be a great book.
Despite your advice against using consultants in a startup environment, I would hire you in a heartbeat if you have the bandwidth and ability to travel
September 23rd, 2008 at 15:12
Very well written! The only one I would disagree with is (7). As someone who has to work under a limited budget, I don't have the luxury of spending big $$ on the finished product … or even a working prototype … right from the get go.
If you put some examples for each of these, I agree with another poster that this would be a great book.
Despite your advice against using consultants in a startup environment, I would hire you in a heartbeat if you have the bandwidth and ability to travel
September 23rd, 2008 at 15:12
Very well written! The only one I would disagree with is (7). As someone who has to work under a limited budget, I don't have the luxury of spending big $$ on the finished product … or even a working prototype … right from the get go.
If you put some examples for each of these, I agree with another poster that this would be a great book.
Despite your advice against using consultants in a startup environment, I would hire you in a heartbeat if you have the bandwidth and ability to travel
September 23rd, 2008 at 15:12
Very well written! The only one I would disagree with is (7). As someone who has to work under a limited budget, I don't have the luxury of spending big $$ on the finished product … or even a working prototype … right from the get go.
If you put some examples for each of these, I agree with another poster that this would be a great book.
Despite your advice against using consultants in a startup environment, I would hire you in a heartbeat if you have the bandwidth and ability to travel
September 23rd, 2008 at 15:12
Very well written! The only one I would disagree with is (7). As someone who has to work under a limited budget, I don't have the luxury of spending big $$ on the finished product … or even a working prototype … right from the get go.
If you put some examples for each of these, I agree with another poster that this would be a great book.
Despite your advice against using consultants in a startup environment, I would hire you in a heartbeat if you have the bandwidth and ability to travel
September 23rd, 2008 at 15:12
Very well written! The only one I would disagree with is (7). As someone who has to work under a limited budget, I don't have the luxury of spending big $$ on the finished product … or even a working prototype … right from the get go.
If you put some examples for each of these, I agree with another poster that this would be a great book.
Despite your advice against using consultants in a startup environment, I would hire you in a heartbeat if you have the bandwidth and ability to travel
September 23rd, 2008 at 15:12
Very well written! The only one I would disagree with is (7). As someone who has to work under a limited budget, I don't have the luxury of spending big $$ on the finished product … or even a working prototype … right from the get go.
If you put some examples for each of these, I agree with another poster that this would be a great book.
Despite your advice against using consultants in a startup environment, I would hire you in a heartbeat if you have the bandwidth and ability to travel
September 23rd, 2008 at 15:12
Very well written! The only one I would disagree with is (7). As someone who has to work under a limited budget, I don't have the luxury of spending big $$ on the finished product … or even a working prototype … right from the get go.
If you put some examples for each of these, I agree with another poster that this would be a great book.
Despite your advice against using consultants in a startup environment, I would hire you in a heartbeat if you have the bandwidth and ability to travel
September 23rd, 2008 at 15:12
Very well written! The only one I would disagree with is (7). As someone who has to work under a limited budget, I don't have the luxury of spending big $$ on the finished product … or even a working prototype … right from the get go.
If you put some examples for each of these, I agree with another poster that this would be a great book.
Despite your advice against using consultants in a startup environment, I would hire you in a heartbeat if you have the bandwidth and ability to travel
September 23rd, 2008 at 15:12
Very well written! The only one I would disagree with is (7). As someone who has to work under a limited budget, I don't have the luxury of spending big $$ on the finished product … or even a working prototype … right from the get go.
If you put some examples for each of these, I agree with another poster that this would be a great book.
Despite your advice against using consultants in a startup environment, I would hire you in a heartbeat if you have the bandwidth and ability to travel
September 23rd, 2008 at 15:12
Very well written! The only one I would disagree with is (7). As someone who has to work under a limited budget, I don't have the luxury of spending big $$ on the finished product … or even a working prototype … right from the get go.
If you put some examples for each of these, I agree with another poster that this would be a great book.
Despite your advice against using consultants in a startup environment, I would hire you in a heartbeat if you have the bandwidth and ability to travel
September 23rd, 2008 at 15:12
Very well written! The only one I would disagree with is (7). As someone who has to work under a limited budget, I don't have the luxury of spending big $$ on the finished product … or even a working prototype … right from the get go.
If you put some examples for each of these, I agree with another poster that this would be a great book.
Despite your advice against using consultants in a startup environment, I would hire you in a heartbeat if you have the bandwidth and ability to travel
September 23rd, 2008 at 15:12
Very well written! The only one I would disagree with is (7). As someone who has to work under a limited budget, I don't have the luxury of spending big $$ on the finished product … or even a working prototype … right from the get go.
If you put some examples for each of these, I agree with another poster that this would be a great book.
Despite your advice against using consultants in a startup environment, I would hire you in a heartbeat if you have the bandwidth and ability to travel
September 23rd, 2008 at 15:12
Very well written! The only one I would disagree with is (7). As someone who has to work under a limited budget, I don't have the luxury of spending big $$ on the finished product … or even a working prototype … right from the get go.
If you put some examples for each of these, I agree with another poster that this would be a great book.
Despite your advice against using consultants in a startup environment, I would hire you in a heartbeat if you have the bandwidth and ability to travel
September 23rd, 2008 at 15:12
Very well written! The only one I would disagree with is (7). As someone who has to work under a limited budget, I don't have the luxury of spending big $$ on the finished product … or even a working prototype … right from the get go.
If you put some examples for each of these, I agree with another poster that this would be a great book.
Despite your advice against using consultants in a startup environment, I would hire you in a heartbeat if you have the bandwidth and ability to travel
September 23rd, 2008 at 15:12
Very well written! The only one I would disagree with is (7). As someone who has to work under a limited budget, I don't have the luxury of spending big $$ on the finished product … or even a working prototype … right from the get go.
If you put some examples for each of these, I agree with another poster that this would be a great book.
Despite your advice against using consultants in a startup environment, I would hire you in a heartbeat if you have the bandwidth and ability to travel
September 23rd, 2008 at 15:12
Very well written! The only one I would disagree with is (7). As someone who has to work under a limited budget, I don't have the luxury of spending big $$ on the finished product … or even a working prototype … right from the get go.
If you put some examples for each of these, I agree with another poster that this would be a great book.
Despite your advice against using consultants in a startup environment, I would hire you in a heartbeat if you have the bandwidth and ability to travel
September 23rd, 2008 at 15:12
Very well written! The only one I would disagree with is (7). As someone who has to work under a limited budget, I don't have the luxury of spending big $$ on the finished product … or even a working prototype … right from the get go.
If you put some examples for each of these, I agree with another poster that this would be a great book.
Despite your advice against using consultants in a startup environment, I would hire you in a heartbeat if you have the bandwidth and ability to travel
September 23rd, 2008 at 15:12
Very well written! The only one I would disagree with is (7). As someone who has to work under a limited budget, I don't have the luxury of spending big $$ on the finished product … or even a working prototype … right from the get go.
If you put some examples for each of these, I agree with another poster that this would be a great book.
Despite your advice against using consultants in a startup environment, I would hire you in a heartbeat if you have the bandwidth and ability to travel
September 23rd, 2008 at 15:12
Very well written! The only one I would disagree with is (7). As someone who has to work under a limited budget, I don't have the luxury of spending big $$ on the finished product … or even a working prototype … right from the get go.
If you put some examples for each of these, I agree with another poster that this would be a great book.
Despite your advice against using consultants in a startup environment, I would hire you in a heartbeat if you have the bandwidth and ability to travel
September 23rd, 2008 at 15:12
Very well written! The only one I would disagree with is (7). As someone who has to work under a limited budget, I don't have the luxury of spending big $$ on the finished product … or even a working prototype … right from the get go.
If you put some examples for each of these, I agree with another poster that this would be a great book.
Despite your advice against using consultants in a startup environment, I would hire you in a heartbeat if you have the bandwidth and ability to travel
September 23rd, 2008 at 15:12
Very well written! The only one I would disagree with is (7). As someone who has to work under a limited budget, I don't have the luxury of spending big $$ on the finished product … or even a working prototype … right from the get go.
If you put some examples for each of these, I agree with another poster that this would be a great book.
Despite your advice against using consultants in a startup environment, I would hire you in a heartbeat if you have the bandwidth and ability to travel
September 23rd, 2008 at 15:12
Very well written! The only one I would disagree with is (7). As someone who has to work under a limited budget, I don't have the luxury of spending big $$ on the finished product … or even a working prototype … right from the get go.
If you put some examples for each of these, I agree with another poster that this would be a great book.
Despite your advice against using consultants in a startup environment, I would hire you in a heartbeat if you have the bandwidth and ability to travel
September 23rd, 2008 at 15:12
Very well written! The only one I would disagree with is (7). As someone who has to work under a limited budget, I don't have the luxury of spending big $$ on the finished product … or even a working prototype … right from the get go.
If you put some examples for each of these, I agree with another poster that this would be a great book.
Despite your advice against using consultants in a startup environment, I would hire you in a heartbeat if you have the bandwidth and ability to travel
September 23rd, 2008 at 15:12
Very well written! The only one I would disagree with is (7). As someone who has to work under a limited budget, I don't have the luxury of spending big $$ on the finished product … or even a working prototype … right from the get go.
If you put some examples for each of these, I agree with another poster that this would be a great book.
Despite your advice against using consultants in a startup environment, I would hire you in a heartbeat if you have the bandwidth and ability to travel
September 23rd, 2008 at 15:12
Very well written! The only one I would disagree with is (7). As someone who has to work under a limited budget, I don't have the luxury of spending big $$ on the finished product … or even a working prototype … right from the get go.
If you put some examples for each of these, I agree with another poster that this would be a great book.
Despite your advice against using consultants in a startup environment, I would hire you in a heartbeat if you have the bandwidth and ability to travel
September 23rd, 2008 at 15:12
Very well written! The only one I would disagree with is (7). As someone who has to work under a limited budget, I don't have the luxury of spending big $$ on the finished product … or even a working prototype … right from the get go.
If you put some examples for each of these, I agree with another poster that this would be a great book.
Despite your advice against using consultants in a startup environment, I would hire you in a heartbeat if you have the bandwidth and ability to travel
September 23rd, 2008 at 15:12
Very well written! The only one I would disagree with is (7). As someone who has to work under a limited budget, I don't have the luxury of spending big $$ on the finished product … or even a working prototype … right from the get go.
If you put some examples for each of these, I agree with another poster that this would be a great book.
Despite your advice against using consultants in a startup environment, I would hire you in a heartbeat if you have the bandwidth and ability to travel
September 23rd, 2008 at 15:12
Very well written! The only one I would disagree with is (7). As someone who has to work under a limited budget, I don't have the luxury of spending big $$ on the finished product … or even a working prototype … right from the get go.
If you put some examples for each of these, I agree with another poster that this would be a great book.
Despite your advice against using consultants in a startup environment, I would hire you in a heartbeat if you have the bandwidth and ability to travel
September 23rd, 2008 at 15:12
Very well written! The only one I would disagree with is (7). As someone who has to work under a limited budget, I don't have the luxury of spending big $$ on the finished product … or even a working prototype … right from the get go.
If you put some examples for each of these, I agree with another poster that this would be a great book.
Despite your advice against using consultants in a startup environment, I would hire you in a heartbeat if you have the bandwidth and ability to travel
September 23rd, 2008 at 15:12
Very well written! The only one I would disagree with is (7). As someone who has to work under a limited budget, I don't have the luxury of spending big $$ on the finished product … or even a working prototype … right from the get go.
If you put some examples for each of these, I agree with another poster that this would be a great book.
Despite your advice against using consultants in a startup environment, I would hire you in a heartbeat if you have the bandwidth and ability to travel
September 23rd, 2008 at 15:12
Very well written! The only one I would disagree with is (7). As someone who has to work under a limited budget, I don't have the luxury of spending big $$ on the finished product … or even a working prototype … right from the get go.
If you put some examples for each of these, I agree with another poster that this would be a great book.
Despite your advice against using consultants in a startup environment, I would hire you in a heartbeat if you have the bandwidth and ability to travel
September 23rd, 2008 at 15:12
Very well written! The only one I would disagree with is (7). As someone who has to work under a limited budget, I don't have the luxury of spending big $$ on the finished product … or even a working prototype … right from the get go.
If you put some examples for each of these, I agree with another poster that this would be a great book.
Despite your advice against using consultants in a startup environment, I would hire you in a heartbeat if you have the bandwidth and ability to travel
September 23rd, 2008 at 16:55
I wish I listened to my own head and heart and did it myself
September 23rd, 2008 at 16:55
I wish I listened to my own head and heart and did it myself
September 23rd, 2008 at 16:55
I wish I listened to my own head and heart and did it myself
September 23rd, 2008 at 16:55
I wish I listened to my own head and heart and did it myself
September 23rd, 2008 at 16:55
I wish I listened to my own head and heart and did it myself
September 23rd, 2008 at 16:55
I wish I listened to my own head and heart and did it myself
September 23rd, 2008 at 16:55
I wish I listened to my own head and heart and did it myself
September 23rd, 2008 at 16:55
I wish I listened to my own head and heart and did it myself
September 23rd, 2008 at 16:55
I wish I listened to my own head and heart and did it myself
September 23rd, 2008 at 16:55
I wish I listened to my own head and heart and did it myself
September 23rd, 2008 at 16:55
I wish I listened to my own head and heart and did it myself
September 23rd, 2008 at 16:55
I wish I listened to my own head and heart and did it myself
September 23rd, 2008 at 16:55
I wish I listened to my own head and heart and did it myself
September 23rd, 2008 at 16:55
I wish I listened to my own head and heart and did it myself
September 23rd, 2008 at 16:55
I wish I listened to my own head and heart and did it myself
September 23rd, 2008 at 16:55
I wish I listened to my own head and heart and did it myself
September 23rd, 2008 at 16:55
I wish I listened to my own head and heart and did it myself
September 23rd, 2008 at 16:55
I wish I listened to my own head and heart and did it myself
September 23rd, 2008 at 16:55
I wish I listened to my own head and heart and did it myself
September 23rd, 2008 at 16:55
I wish I listened to my own head and heart and did it myself
September 23rd, 2008 at 16:55
I wish I listened to my own head and heart and did it myself
September 23rd, 2008 at 16:55
I wish I listened to my own head and heart and did it myself
September 23rd, 2008 at 16:55
I wish I listened to my own head and heart and did it myself
September 23rd, 2008 at 16:55
I wish I listened to my own head and heart and did it myself
September 23rd, 2008 at 16:55
I wish I listened to my own head and heart and did it myself
September 23rd, 2008 at 16:55
I wish I listened to my own head and heart and did it myself
September 23rd, 2008 at 16:55
I wish I listened to my own head and heart and did it myself
September 23rd, 2008 at 16:55
I wish I listened to my own head and heart and did it myself
September 23rd, 2008 at 16:55
I wish I listened to my own head and heart and did it myself
September 23rd, 2008 at 16:55
I wish I listened to my own head and heart and did it myself
September 23rd, 2008 at 16:55
I wish I listened to my own head and heart and did it myself
September 23rd, 2008 at 16:55
I wish I listened to my own head and heart and did it myself
September 23rd, 2008 at 16:55
I wish I listened to my own head and heart and did it myself
September 23rd, 2008 at 16:55
I wish I listened to my own head and heart and did it myself
September 23rd, 2008 at 17:10
#7 really does depend on the industry. It's probably more important to consider the investment $$ differential between a prototype and a finished product, and consider the difference between where it gets you and what you can learn from each.
Trust me, I have multiple examples of each one… unfortunately
Travel? Anywhere, anytime…
September 23rd, 2008 at 17:10
#7 really does depend on the industry. It's probably more important to consider the investment $$ differential between a prototype and a finished product, and consider the difference between where it gets you and what you can learn from each.
Trust me, I have multiple examples of each one… unfortunately
Travel? Anywhere, anytime…
September 23rd, 2008 at 17:10
#7 really does depend on the industry. It's probably more important to consider the investment $$ differential between a prototype and a finished product, and consider the difference between where it gets you and what you can learn from each.
Trust me, I have multiple examples of each one… unfortunately
Travel? Anywhere, anytime…
September 23rd, 2008 at 17:10
#7 really does depend on the industry. It's probably more important to consider the investment $$ differential between a prototype and a finished product, and consider the difference between where it gets you and what you can learn from each.
Trust me, I have multiple examples of each one… unfortunately
Travel? Anywhere, anytime…
September 23rd, 2008 at 17:10
#7 really does depend on the industry. It's probably more important to consider the investment $$ differential between a prototype and a finished product, and consider the difference between where it gets you and what you can learn from each.
Trust me, I have multiple examples of each one… unfortunately
Travel? Anywhere, anytime…
September 23rd, 2008 at 17:10
#7 really does depend on the industry. It's probably more important to consider the investment $$ differential between a prototype and a finished product, and consider the difference between where it gets you and what you can learn from each.
Trust me, I have multiple examples of each one… unfortunately
Travel? Anywhere, anytime…
September 23rd, 2008 at 17:10
#7 really does depend on the industry. It's probably more important to consider the investment $$ differential between a prototype and a finished product, and consider the difference between where it gets you and what you can learn from each.
Trust me, I have multiple examples of each one… unfortunately
Travel? Anywhere, anytime…
September 23rd, 2008 at 17:10
#7 really does depend on the industry. It's probably more important to consider the investment $$ differential between a prototype and a finished product, and consider the difference between where it gets you and what you can learn from each.
Trust me, I have multiple examples of each one… unfortunately
Travel? Anywhere, anytime…
September 23rd, 2008 at 17:10
#7 really does depend on the industry. It's probably more important to consider the investment $$ differential between a prototype and a finished product, and consider the difference between where it gets you and what you can learn from each.
Trust me, I have multiple examples of each one… unfortunately
Travel? Anywhere, anytime…
September 23rd, 2008 at 17:10
#7 really does depend on the industry. It's probably more important to consider the investment $$ differential between a prototype and a finished product, and consider the difference between where it gets you and what you can learn from each.
Trust me, I have multiple examples of each one… unfortunately
Travel? Anywhere, anytime…
September 23rd, 2008 at 17:10
#7 really does depend on the industry. It's probably more important to consider the investment $$ differential between a prototype and a finished product, and consider the difference between where it gets you and what you can learn from each.
Trust me, I have multiple examples of each one… unfortunately
Travel? Anywhere, anytime…
September 23rd, 2008 at 17:10
#7 really does depend on the industry. It's probably more important to consider the investment $$ differential between a prototype and a finished product, and consider the difference between where it gets you and what you can learn from each.
Trust me, I have multiple examples of each one… unfortunately
Travel? Anywhere, anytime…
September 23rd, 2008 at 17:10
#7 really does depend on the industry. It's probably more important to consider the investment $$ differential between a prototype and a finished product, and consider the difference between where it gets you and what you can learn from each.
Trust me, I have multiple examples of each one… unfortunately
Travel? Anywhere, anytime…
September 23rd, 2008 at 17:10
#7 really does depend on the industry. It's probably more important to consider the investment $$ differential between a prototype and a finished product, and consider the difference between where it gets you and what you can learn from each.
Trust me, I have multiple examples of each one… unfortunately
Travel? Anywhere, anytime…
September 23rd, 2008 at 17:10
#7 really does depend on the industry. It's probably more important to consider the investment $$ differential between a prototype and a finished product, and consider the difference between where it gets you and what you can learn from each.
Trust me, I have multiple examples of each one… unfortunately
Travel? Anywhere, anytime…
September 23rd, 2008 at 17:10
#7 really does depend on the industry. It's probably more important to consider the investment $$ differential between a prototype and a finished product, and consider the difference between where it gets you and what you can learn from each.
Trust me, I have multiple examples of each one… unfortunately
Travel? Anywhere, anytime…
September 23rd, 2008 at 17:10
#7 really does depend on the industry. It's probably more important to consider the investment $$ differential between a prototype and a finished product, and consider the difference between where it gets you and what you can learn from each.
Trust me, I have multiple examples of each one… unfortunately
Travel? Anywhere, anytime…
September 23rd, 2008 at 17:10
#7 really does depend on the industry. It's probably more important to consider the investment $$ differential between a prototype and a finished product, and consider the difference between where it gets you and what you can learn from each.
Trust me, I have multiple examples of each one… unfortunately
Travel? Anywhere, anytime…
September 23rd, 2008 at 17:10
#7 really does depend on the industry. It's probably more important to consider the investment $$ differential between a prototype and a finished product, and consider the difference between where it gets you and what you can learn from each.
Trust me, I have multiple examples of each one… unfortunately
Travel? Anywhere, anytime…
September 23rd, 2008 at 17:10
#7 really does depend on the industry. It's probably more important to consider the investment $$ differential between a prototype and a finished product, and consider the difference between where it gets you and what you can learn from each.
Trust me, I have multiple examples of each one… unfortunately
Travel? Anywhere, anytime…
September 23rd, 2008 at 17:10
#7 really does depend on the industry. It's probably more important to consider the investment $$ differential between a prototype and a finished product, and consider the difference between where it gets you and what you can learn from each.
Trust me, I have multiple examples of each one… unfortunately
Travel? Anywhere, anytime…
September 23rd, 2008 at 17:10
#7 really does depend on the industry. It's probably more important to consider the investment $$ differential between a prototype and a finished product, and consider the difference between where it gets you and what you can learn from each.
Trust me, I have multiple examples of each one… unfortunately
Travel? Anywhere, anytime…
September 23rd, 2008 at 17:10
#7 really does depend on the industry. It's probably more important to consider the investment $$ differential between a prototype and a finished product, and consider the difference between where it gets you and what you can learn from each.
Trust me, I have multiple examples of each one… unfortunately
Travel? Anywhere, anytime…
September 23rd, 2008 at 17:10
#7 really does depend on the industry. It's probably more important to consider the investment $$ differential between a prototype and a finished product, and consider the difference between where it gets you and what you can learn from each.
Trust me, I have multiple examples of each one… unfortunately
Travel? Anywhere, anytime…
September 23rd, 2008 at 17:10
#7 really does depend on the industry. It's probably more important to consider the investment $$ differential between a prototype and a finished product, and consider the difference between where it gets you and what you can learn from each.
Trust me, I have multiple examples of each one… unfortunately
Travel? Anywhere, anytime…
September 23rd, 2008 at 17:10
#7 really does depend on the industry. It's probably more important to consider the investment $$ differential between a prototype and a finished product, and consider the difference between where it gets you and what you can learn from each.
Trust me, I have multiple examples of each one… unfortunately
Travel? Anywhere, anytime…
September 23rd, 2008 at 17:10
#7 really does depend on the industry. It's probably more important to consider the investment $$ differential between a prototype and a finished product, and consider the difference between where it gets you and what you can learn from each.
Trust me, I have multiple examples of each one… unfortunately
Travel? Anywhere, anytime…
September 23rd, 2008 at 17:10
#7 really does depend on the industry. It's probably more important to consider the investment $$ differential between a prototype and a finished product, and consider the difference between where it gets you and what you can learn from each.
Trust me, I have multiple examples of each one… unfortunately
Travel? Anywhere, anytime…
September 23rd, 2008 at 17:10
#7 really does depend on the industry. It's probably more important to consider the investment $$ differential between a prototype and a finished product, and consider the difference between where it gets you and what you can learn from each.
Trust me, I have multiple examples of each one… unfortunately
Travel? Anywhere, anytime…
September 23rd, 2008 at 17:10
#7 really does depend on the industry. It's probably more important to consider the investment $$ differential between a prototype and a finished product, and consider the difference between where it gets you and what you can learn from each.
Trust me, I have multiple examples of each one… unfortunately
Travel? Anywhere, anytime…
September 23rd, 2008 at 17:10
#7 really does depend on the industry. It's probably more important to consider the investment $$ differential between a prototype and a finished product, and consider the difference between where it gets you and what you can learn from each.
Trust me, I have multiple examples of each one… unfortunately
Travel? Anywhere, anytime…
September 23rd, 2008 at 17:10
#7 really does depend on the industry. It's probably more important to consider the investment $$ differential between a prototype and a finished product, and consider the difference between where it gets you and what you can learn from each.
Trust me, I have multiple examples of each one… unfortunately
Travel? Anywhere, anytime…
September 23rd, 2008 at 17:10
#7 really does depend on the industry. It's probably more important to consider the investment $$ differential between a prototype and a finished product, and consider the difference between where it gets you and what you can learn from each.
Trust me, I have multiple examples of each one… unfortunately
Travel? Anywhere, anytime…
September 23rd, 2008 at 17:10
#7 really does depend on the industry. It's probably more important to consider the investment $$ differential between a prototype and a finished product, and consider the difference between where it gets you and what you can learn from each.
Trust me, I have multiple examples of each one… unfortunately
Travel? Anywhere, anytime…
September 23rd, 2008 at 19:31
As I've mentioned, I've got the examples, unfortunately, to provide more context, detail and “proof”, rather than just “believe me”.
September 23rd, 2008 at 19:31
As I've mentioned, I've got the examples, unfortunately, to provide more context, detail and “proof”, rather than just “believe me”.
September 23rd, 2008 at 19:31
As I've mentioned, I've got the examples, unfortunately, to provide more context, detail and “proof”, rather than just “believe me”.
September 23rd, 2008 at 19:31
As I've mentioned, I've got the examples, unfortunately, to provide more context, detail and “proof”, rather than just “believe me”.
September 23rd, 2008 at 19:31
As I've mentioned, I've got the examples, unfortunately, to provide more context, detail and “proof”, rather than just “believe me”.
September 23rd, 2008 at 19:31
As I've mentioned, I've got the examples, unfortunately, to provide more context, detail and “proof”, rather than just “believe me”.
September 23rd, 2008 at 19:31
As I've mentioned, I've got the examples, unfortunately, to provide more context, detail and “proof”, rather than just “believe me”.
September 23rd, 2008 at 19:31
As I've mentioned, I've got the examples, unfortunately, to provide more context, detail and “proof”, rather than just “believe me”.
September 23rd, 2008 at 19:31
As I've mentioned, I've got the examples, unfortunately, to provide more context, detail and “proof”, rather than just “believe me”.
September 23rd, 2008 at 19:31
As I've mentioned, I've got the examples, unfortunately, to provide more context, detail and “proof”, rather than just “believe me”.
September 23rd, 2008 at 19:31
As I've mentioned, I've got the examples, unfortunately, to provide more context, detail and “proof”, rather than just “believe me”.
September 23rd, 2008 at 19:31
As I've mentioned, I've got the examples, unfortunately, to provide more context, detail and “proof”, rather than just “believe me”.
September 23rd, 2008 at 19:31
As I've mentioned, I've got the examples, unfortunately, to provide more context, detail and “proof”, rather than just “believe me”.
September 23rd, 2008 at 19:31
As I've mentioned, I've got the examples, unfortunately, to provide more context, detail and “proof”, rather than just “believe me”.
September 23rd, 2008 at 19:31
As I've mentioned, I've got the examples, unfortunately, to provide more context, detail and “proof”, rather than just “believe me”.
September 23rd, 2008 at 19:31
As I've mentioned, I've got the examples, unfortunately, to provide more context, detail and “proof”, rather than just “believe me”.
September 23rd, 2008 at 19:31
As I've mentioned, I've got the examples, unfortunately, to provide more context, detail and “proof”, rather than just “believe me”.
September 23rd, 2008 at 19:31
As I've mentioned, I've got the examples, unfortunately, to provide more context, detail and “proof”, rather than just “believe me”.
September 23rd, 2008 at 19:31
As I've mentioned, I've got the examples, unfortunately, to provide more context, detail and “proof”, rather than just “believe me”.
September 23rd, 2008 at 19:31
As I've mentioned, I've got the examples, unfortunately, to provide more context, detail and “proof”, rather than just “believe me”.
September 23rd, 2008 at 19:31
As I've mentioned, I've got the examples, unfortunately, to provide more context, detail and “proof”, rather than just “believe me”.
September 23rd, 2008 at 19:31
As I've mentioned, I've got the examples, unfortunately, to provide more context, detail and “proof”, rather than just “believe me”.
September 23rd, 2008 at 19:31
As I've mentioned, I've got the examples, unfortunately, to provide more context, detail and “proof”, rather than just “believe me”.
September 23rd, 2008 at 19:31
As I've mentioned, I've got the examples, unfortunately, to provide more context, detail and “proof”, rather than just “believe me”.
September 23rd, 2008 at 19:31
As I've mentioned, I've got the examples, unfortunately, to provide more context, detail and “proof”, rather than just “believe me”.
September 23rd, 2008 at 19:31
As I've mentioned, I've got the examples, unfortunately, to provide more context, detail and “proof”, rather than just “believe me”.
September 23rd, 2008 at 19:31
As I've mentioned, I've got the examples, unfortunately, to provide more context, detail and “proof”, rather than just “believe me”.
September 23rd, 2008 at 19:31
As I've mentioned, I've got the examples, unfortunately, to provide more context, detail and “proof”, rather than just “believe me”.
September 23rd, 2008 at 19:31
As I've mentioned, I've got the examples, unfortunately, to provide more context, detail and “proof”, rather than just “believe me”.
September 23rd, 2008 at 19:31
As I've mentioned, I've got the examples, unfortunately, to provide more context, detail and “proof”, rather than just “believe me”.
September 23rd, 2008 at 19:31
As I've mentioned, I've got the examples, unfortunately, to provide more context, detail and “proof”, rather than just “believe me”.
September 23rd, 2008 at 19:31
As I've mentioned, I've got the examples, unfortunately, to provide more context, detail and “proof”, rather than just “believe me”.
September 23rd, 2008 at 19:31
As I've mentioned, I've got the examples, unfortunately, to provide more context, detail and “proof”, rather than just “believe me”.
September 23rd, 2008 at 19:31
As I've mentioned, I've got the examples, unfortunately, to provide more context, detail and “proof”, rather than just “believe me”.
September 24th, 2008 at 22:50
Woah, killer, thanks for putting the time in on this…
Re: #16
I'd argue that learning how to outsource non-core processes (“what business are you really in?”) is one of only two core competencies: something really specific (design, cust svc, etc) and then interfacing with everyone else in your value chain/value network
All early stage businesses should be simple and have a “robust API”, nah mean?
Anyways, that's what the Hagel/Brown tea leaves say…
September 24th, 2008 at 22:50
Woah, killer, thanks for putting the time in on this…
Re: #16
I'd argue that learning how to outsource non-core processes (“what business are you really in?”) is one of only two core competencies: something really specific (design, cust svc, etc) and then interfacing with everyone else in your value chain/value network.
All early stage businesses should be simple and have a “robust API”, nah mean?
Anyways, that's what the Hagel/Brown tea leaves say…
September 24th, 2008 at 22:50
Woah, killer, thanks for putting the time in on this…
Re: #16
I'd argue that learning how to outsource non-core processes (“what business are you really in?”) is one of only two core competencies: something really specific (design, cust svc, etc) and then interfacing with everyone else in your value chain/value network.
All early stage businesses should be simple and have a “robust API”, nah mean?
Anyways, that's what the Hagel/Brown tea leaves say…
September 24th, 2008 at 22:50
Woah, killer, thanks for putting the time in on this…
Re: #16
I'd argue that learning how to outsource non-core processes (“what business are you really in?”) is one of only two core competencies: something really specific (design, cust svc, etc) and then interfacing with everyone else in your value chain/value network.
All early stage businesses should be simple and have a “robust API”, nah mean?
Anyways, that's what the Hagel/Brown tea leaves say…
September 24th, 2008 at 22:50
Woah, killer, thanks for putting the time in on this…
Re: #16
I'd argue that learning how to outsource non-core processes (“what business are you really in?”) is one of only two core competencies: something really specific (design, cust svc, etc) and then interfacing with everyone else in your value chain/value network.
All early stage businesses should be simple and have a “robust API”, nah mean?
Anyways, that's what the Hagel/Brown tea leaves say…
September 24th, 2008 at 22:50
Woah, killer, thanks for putting the time in on this…
Re: #16
I'd argue that learning how to outsource non-core processes (“what business are you really in?”) is one of only two core competencies: something really specific (design, cust svc, etc) and then interfacing with everyone else in your value chain/value network.
All early stage businesses should be simple and have a “robust API”, nah mean?
Anyways, that's what the Hagel/Brown tea leaves say…
September 24th, 2008 at 22:50
Woah, killer, thanks for putting the time in on this…
Re: #16
I'd argue that learning how to outsource non-core processes (“what business are you really in?”) is one of only two core competencies: something really specific (design, cust svc, etc) and then interfacing with everyone else in your value chain/value network.
All early stage businesses should be simple and have a “robust API”, nah mean?
Anyways, that's what the Hagel/Brown tea leaves say…
September 24th, 2008 at 22:50
Woah, killer, thanks for putting the time in on this…
Re: #16
I'd argue that learning how to outsource non-core processes (“what business are you really in?”) is one of only two core competencies: something really specific (design, cust svc, etc) and then interfacing with everyone else in your value chain/value network.
All early stage businesses should be simple and have a “robust API”, nah mean?
Anyways, that's what the Hagel/Brown tea leaves say…
September 24th, 2008 at 22:50
Woah, killer, thanks for putting the time in on this…
Re: #16
I'd argue that learning how to outsource non-core processes (“what business are you really in?”) is one of only two core competencies: something really specific (design, cust svc, etc) and then interfacing with everyone else in your value chain/value network.
All early stage businesses should be simple and have a “robust API”, nah mean?
Anyways, that's what the Hagel/Brown tea leaves say…
September 24th, 2008 at 22:50
Woah, killer, thanks for putting the time in on this…
Re: #16
I'd argue that learning how to outsource non-core processes (“what business are you really in?”) is one of only two core competencies: something really specific (design, cust svc, etc) and then interfacing with everyone else in your value chain/value network.
All early stage businesses should be simple and have a “robust API”, nah mean?
Anyways, that's what the Hagel/Brown tea leaves say…
September 24th, 2008 at 22:50
Woah, killer, thanks for putting the time in on this…
Re: #16
I'd argue that learning how to outsource non-core processes (“what business are you really in?”) is one of only two core competencies: something really specific (design, cust svc, etc) and then interfacing with everyone else in your value chain/value network.
All early stage businesses should be simple and have a “robust API”, nah mean?
Anyways, that's what the Hagel/Brown tea leaves say…
September 24th, 2008 at 22:50
Woah, killer, thanks for putting the time in on this…
Re: #16
I'd argue that learning how to outsource non-core processes (“what business are you really in?”) is one of only two core competencies: something really specific (design, cust svc, etc) and then interfacing with everyone else in your value chain/value network.
All early stage businesses should be simple and have a “robust API”, nah mean?
Anyways, that's what the Hagel/Brown tea leaves say…
September 24th, 2008 at 22:50
Woah, killer, thanks for putting the time in on this…
Re: #16
I'd argue that learning how to outsource non-core processes (“what business are you really in?”) is one of only two core competencies: something really specific (design, cust svc, etc) and then interfacing with everyone else in your value chain/value network.
All early stage businesses should be simple and have a “robust API”, nah mean?
Anyways, that's what the Hagel/Brown tea leaves say…
September 24th, 2008 at 22:50
Woah, killer, thanks for putting the time in on this…
Re: #16
I'd argue that learning how to outsource non-core processes (“what business are you really in?”) is one of only two core competencies: something really specific (design, cust svc, etc) and then interfacing with everyone else in your value chain/value network.
All early stage businesses should be simple and have a “robust API”, nah mean?
Anyways, that's what the Hagel/Brown tea leaves say…
September 24th, 2008 at 22:50
Woah, killer, thanks for putting the time in on this…
Re: #16
I'd argue that learning how to outsource non-core processes (“what business are you really in?”) is one of only two core competencies: something really specific (design, cust svc, etc) and then interfacing with everyone else in your value chain/value network.
All early stage businesses should be simple and have a “robust API”, nah mean?
Anyways, that's what the Hagel/Brown tea leaves say…
September 24th, 2008 at 22:50
Woah, killer, thanks for putting the time in on this…
Re: #16
I'd argue that learning how to outsource non-core processes (“what business are you really in?”) is one of only two core competencies: something really specific (design, cust svc, etc) and then interfacing with everyone else in your value chain/value network.
All early stage businesses should be simple and have a “robust API”, nah mean?
Anyways, that's what the Hagel/Brown tea leaves say…
September 24th, 2008 at 22:50
Woah, killer, thanks for putting the time in on this…
Re: #16
I'd argue that learning how to outsource non-core processes (“what business are you really in?”) is one of only two core competencies: something really specific (design, cust svc, etc) and then interfacing with everyone else in your value chain/value network.
All early stage businesses should be simple and have a “robust API”, nah mean?
Anyways, that's what the Hagel/Brown tea leaves say…
September 24th, 2008 at 22:50
Woah, killer, thanks for putting the time in on this…
Re: #16
I'd argue that learning how to outsource non-core processes (“what business are you really in?”) is one of only two core competencies: something really specific (design, cust svc, etc) and then interfacing with everyone else in your value chain/value network.
All early stage businesses should be simple and have a “robust API”, nah mean?
Anyways, that's what the Hagel/Brown tea leaves say…
September 24th, 2008 at 22:50
Woah, killer, thanks for putting the time in on this…
Re: #16
I'd argue that learning how to outsource non-core processes (“what business are you really in?”) is one of only two core competencies: something really specific (design, cust svc, etc) and then interfacing with everyone else in your value chain/value network.
All early stage businesses should be simple and have a “robust API”, nah mean?
Anyways, that's what the Hagel/Brown tea leaves say…
September 24th, 2008 at 22:50
Woah, killer, thanks for putting the time in on this…
Re: #16
I'd argue that learning how to outsource non-core processes (“what business are you really in?”) is one of only two core competencies: something really specific (design, cust svc, etc) and then interfacing with everyone else in your value chain/value network.
All early stage businesses should be simple and have a “robust API”, nah mean?
Anyways, that's what the Hagel/Brown tea leaves say…
September 24th, 2008 at 22:50
Woah, killer, thanks for putting the time in on this…
Re: #16
I'd argue that learning how to outsource non-core processes (“what business are you really in?”) is one of only two core competencies: something really specific (design, cust svc, etc) and then interfacing with everyone else in your value chain/value network.
All early stage businesses should be simple and have a “robust API”, nah mean?
Anyways, that's what the Hagel/Brown tea leaves say…
September 24th, 2008 at 22:50
Woah, killer, thanks for putting the time in on this…
Re: #16
I'd argue that learning how to outsource non-core processes (“what business are you really in?”) is one of only two core competencies: something really specific (design, cust svc, etc) and then interfacing with everyone else in your value chain/value network.
All early stage businesses should be simple and have a “robust API”, nah mean?
Anyways, that's what the Hagel/Brown tea leaves say…
September 24th, 2008 at 22:50
Woah, killer, thanks for putting the time in on this…
Re: #16
I'd argue that learning how to outsource non-core processes (“what business are you really in?”) is one of only two core competencies: something really specific (design, cust svc, etc) and then interfacing with everyone else in your value chain/value network.
All early stage businesses should be simple and have a “robust API”, nah mean?
Anyways, that's what the Hagel/Brown tea leaves say…
September 24th, 2008 at 22:50
Woah, killer, thanks for putting the time in on this…
Re: #16
I'd argue that learning how to outsource non-core processes (“what business are you really in?”) is one of only two core competencies: something really specific (design, cust svc, etc) and then interfacing with everyone else in your value chain/value network.
All early stage businesses should be simple and have a “robust API”, nah mean?
Anyways, that's what the Hagel/Brown tea leaves say…
September 24th, 2008 at 22:50
Woah, killer, thanks for putting the time in on this…
Re: #16
I'd argue that learning how to outsource non-core processes (“what business are you really in?”) is one of only two core competencies: something really specific (design, cust svc, etc) and then interfacing with everyone else in your value chain/value network.
All early stage businesses should be simple and have a “robust API”, nah mean?
Anyways, that's what the Hagel/Brown tea leaves say…
September 24th, 2008 at 22:50
Woah, killer, thanks for putting the time in on this…
Re: #16
I'd argue that learning how to outsource non-core processes (“what business are you really in?”) is one of only two core competencies: something really specific (design, cust svc, etc) and then interfacing with everyone else in your value chain/value network.
All early stage businesses should be simple and have a “robust API”, nah mean?
Anyways, that's what the Hagel/Brown tea leaves say…
September 24th, 2008 at 22:50
Woah, killer, thanks for putting the time in on this…
Re: #16
I'd argue that learning how to outsource non-core processes (“what business are you really in?”) is one of only two core competencies: something really specific (design, cust svc, etc) and then interfacing with everyone else in your value chain/value network.
All early stage businesses should be simple and have a “robust API”, nah mean?
Anyways, that's what the Hagel/Brown tea leaves say…
September 24th, 2008 at 22:50
Woah, killer, thanks for putting the time in on this…
Re: #16
I'd argue that learning how to outsource non-core processes (“what business are you really in?”) is one of only two core competencies: something really specific (design, cust svc, etc) and then interfacing with everyone else in your value chain/value network.
All early stage businesses should be simple and have a “robust API”, nah mean?
Anyways, that's what the Hagel/Brown tea leaves say…
September 24th, 2008 at 22:50
Woah, killer, thanks for putting the time in on this…
Re: #16
I'd argue that learning how to outsource non-core processes (“what business are you really in?”) is one of only two core competencies: something really specific (design, cust svc, etc) and then interfacing with everyone else in your value chain/value network.
All early stage businesses should be simple and have a “robust API”, nah mean?
Anyways, that's what the Hagel/Brown tea leaves say…
September 24th, 2008 at 22:50
Woah, killer, thanks for putting the time in on this…
Re: #16
I'd argue that learning how to outsource non-core processes (“what business are you really in?”) is one of only two core competencies: something really specific (design, cust svc, etc) and then interfacing with everyone else in your value chain/value network.
All early stage businesses should be simple and have a “robust API”, nah mean?
Anyways, that's what the Hagel/Brown tea leaves say…
September 24th, 2008 at 22:50
Woah, killer, thanks for putting the time in on this…
Re: #16
I'd argue that learning how to outsource non-core processes (“what business are you really in?”) is one of only two core competencies: something really specific (design, cust svc, etc) and then interfacing with everyone else in your value chain/value network.
All early stage businesses should be simple and have a “robust API”, nah mean?
Anyways, that's what the Hagel/Brown tea leaves say…
September 24th, 2008 at 22:50
Woah, killer, thanks for putting the time in on this…
Re: #16
I'd argue that learning how to outsource non-core processes (“what business are you really in?”) is one of only two core competencies: something really specific (design, cust svc, etc) and then interfacing with everyone else in your value chain/value network.
All early stage businesses should be simple and have a “robust API”, nah mean?
Anyways, that's what the Hagel/Brown tea leaves say…
September 24th, 2008 at 22:50
Woah, killer, thanks for putting the time in on this…
Re: #16
I'd argue that learning how to outsource non-core processes (“what business are you really in?”) is one of only two core competencies: something really specific (design, cust svc, etc) and then interfacing with everyone else in your value chain/value network.
All early stage businesses should be simple and have a “robust API”, nah mean?
Anyways, that's what the Hagel/Brown tea leaves say…
September 24th, 2008 at 22:50
Woah, killer, thanks for putting the time in on this…
Re: #16
I'd argue that learning how to outsource non-core processes (“what business are you really in?”) is one of only two core competencies: something really specific (design, cust svc, etc) and then interfacing with everyone else in your value chain/value network.
All early stage businesses should be simple and have a “robust API”, nah mean?
Anyways, that's what the Hagel/Brown tea leaves say…
September 24th, 2008 at 23:42
Re: #13 – I might give UNDER-promise, over-sell, over-deliver a chance. That's one way to get the over-deliver part right. And if for all the other reasons you listed for things going wrong (lack of $$$, etc) you'll have to face your investors and customers for over-promising things they might not care about if you didn't promise them in the first place!
I've been trying out OtherInbox and they have dummy buttons on the top for features they don't have yet..I hate that! They might change tactics before building those features and for now they just confuse and clutter the space. Just only put what you have NOW! Let me be excited to see a new button added for me to play with…
Re: #22 – how about: if possible do not meet at all! And if you absolutely must, do what you said
What about the one where people say, “you can't do that,” or, “that's not how it's done,” which really means, “we can't do that…that's not how we do it…” and should in no way stop you from making good moves?
September 24th, 2008 at 23:42
Re: #13 – I might give UNDER-promise, over-sell, over-deliver a chance. That's one way to get the over-deliver part right. And if for all the other reasons you listed for things going wrong (lack of $$$, etc) you'll have to face your investors and customers for over-promising things they might not care about if you didn't promise them in the first place!
I've been trying out OtherInbox and they have dummy buttons on the top for features they don't have yet..I hate that! They might change tactics before building those features and for now they just confuse and clutter the space. Just only put what you have NOW! Let me be excited to see a new button added for me to play with…
Re: #22 – how about: if possible do not meet at all! And if you absolutely must, do what you said
What about the one where people say, “you can't do that,” or, “that's not how it's done,” which really means, “we can't do that…that's not how we do it…” and should in no way stop you from making good moves?
September 24th, 2008 at 23:42
Re: #13 – I might give UNDER-promise, over-sell, over-deliver a chance. That's one way to get the over-deliver part right. And if for all the other reasons you listed for things going wrong (lack of $$$, etc) you'll have to face your investors and customers for over-promising things they might not care about if you didn't promise them in the first place!
I've been trying out OtherInbox and they have dummy buttons on the top for features they don't have yet..I hate that! They might change tactics before building those features and for now they just confuse and clutter the space. Just only put what you have NOW! Let me be excited to see a new button added for me to play with…
Re: #22 – how about: if possible do not meet at all! And if you absolutely must, do what you said
What about the one where people say, “you can't do that,” or, “that's not how it's done,” which really means, “we can't do that…that's not how we do it…” and should in no way stop you from making good moves?
September 24th, 2008 at 23:42
Re: #13 – I might give UNDER-promise, over-sell, over-deliver a chance. That's one way to get the over-deliver part right. And if for all the other reasons you listed for things going wrong (lack of $$$, etc) you'll have to face your investors and customers for over-promising things they might not care about if you didn't promise them in the first place!
I've been trying out OtherInbox and they have dummy buttons on the top for features they don't have yet..I hate that! They might change tactics before building those features and for now they just confuse and clutter the space. Just only put what you have NOW! Let me be excited to see a new button added for me to play with…
Re: #22 – how about: if possible do not meet at all! And if you absolutely must, do what you said
What about the one where people say, “you can't do that,” or, “that's not how it's done,” which really means, “we can't do that…that's not how we do it…” and should in no way stop you from making good moves?
September 24th, 2008 at 23:42
Re: #13 – I might give UNDER-promise, over-sell, over-deliver a chance. That's one way to get the over-deliver part right. And if for all the other reasons you listed for things going wrong (lack of $$$, etc) you'll have to face your investors and customers for over-promising things they might not care about if you didn't promise them in the first place!
I've been trying out OtherInbox and they have dummy buttons on the top for features they don't have yet..I hate that! They might change tactics before building those features and for now they just confuse and clutter the space. Just only put what you have NOW! Let me be excited to see a new button added for me to play with…
Re: #22 – how about: if possible do not meet at all! And if you absolutely must, do what you said
What about the one where people say, “you can't do that,” or, “that's not how it's done,” which really means, “we can't do that…that's not how we do it…” and should in no way stop you from making good moves?
September 24th, 2008 at 23:42
Re: #13 – I might give UNDER-promise, over-sell, over-deliver a chance. That's one way to get the over-deliver part right. And if for all the other reasons you listed for things going wrong (lack of $$$, etc) you'll have to face your investors and customers for over-promising things they might not care about if you didn't promise them in the first place!
I've been trying out OtherInbox and they have dummy buttons on the top for features they don't have yet..I hate that! They might change tactics before building those features and for now they just confuse and clutter the space. Just only put what you have NOW! Let me be excited to see a new button added for me to play with…
Re: #22 – how about: if possible do not meet at all! And if you absolutely must, do what you said
What about the one where people say, “you can't do that,” or, “that's not how it's done,” which really means, “we can't do that…that's not how we do it…” and should in no way stop you from making good moves?
September 24th, 2008 at 23:42
Re: #13 – I might give UNDER-promise, over-sell, over-deliver a chance. That's one way to get the over-deliver part right. And if for all the other reasons you listed for things going wrong (lack of $$$, etc) you'll have to face your investors and customers for over-promising things they might not care about if you didn't promise them in the first place!
I've been trying out OtherInbox and they have dummy buttons on the top for features they don't have yet..I hate that! They might change tactics before building those features and for now they just confuse and clutter the space. Just only put what you have NOW! Let me be excited to see a new button added for me to play with…
Re: #22 – how about: if possible do not meet at all! And if you absolutely must, do what you said
What about the one where people say, “you can't do that,” or, “that's not how it's done,” which really means, “we can't do that…that's not how we do it…” and should in no way stop you from making good moves?
September 24th, 2008 at 23:42
Re: #13 – I might give UNDER-promise, over-sell, over-deliver a chance. That's one way to get the over-deliver part right. And if for all the other reasons you listed for things going wrong (lack of $$$, etc) you'll have to face your investors and customers for over-promising things they might not care about if you didn't promise them in the first place!
I've been trying out OtherInbox and they have dummy buttons on the top for features they don't have yet..I hate that! They might change tactics before building those features and for now they just confuse and clutter the space. Just only put what you have NOW! Let me be excited to see a new button added for me to play with…
Re: #22 – how about: if possible do not meet at all! And if you absolutely must, do what you said
What about the one where people say, “you can't do that,” or, “that's not how it's done,” which really means, “we can't do that…that's not how we do it…” and should in no way stop you from making good moves?
September 24th, 2008 at 23:42
Re: #13 – I might give UNDER-promise, over-sell, over-deliver a chance. That's one way to get the over-deliver part right. And if for all the other reasons you listed for things going wrong (lack of $$$, etc) you'll have to face your investors and customers for over-promising things they might not care about if you didn't promise them in the first place!
I've been trying out OtherInbox and they have dummy buttons on the top for features they don't have yet..I hate that! They might change tactics before building those features and for now they just confuse and clutter the space. Just only put what you have NOW! Let me be excited to see a new button added for me to play with…
Re: #22 – how about: if possible do not meet at all! And if you absolutely must, do what you said
What about the one where people say, “you can't do that,” or, “that's not how it's done,” which really means, “we can't do that…that's not how we do it…” and should in no way stop you from making good moves?
September 24th, 2008 at 23:42
Re: #13 – I might give UNDER-promise, over-sell, over-deliver a chance. That's one way to get the over-deliver part right. And if for all the other reasons you listed for things going wrong (lack of $$$, etc) you'll have to face your investors and customers for over-promising things they might not care about if you didn't promise them in the first place!
I've been trying out OtherInbox and they have dummy buttons on the top for features they don't have yet..I hate that! They might change tactics before building those features and for now they just confuse and clutter the space. Just only put what you have NOW! Let me be excited to see a new button added for me to play with…
Re: #22 – how about: if possible do not meet at all! And if you absolutely must, do what you said
What about the one where people say, “you can't do that,” or, “that's not how it's done,” which really means, “we can't do that…that's not how we do it…” and should in no way stop you from making good moves?
September 24th, 2008 at 23:42
Re: #13 – I might give UNDER-promise, over-sell, over-deliver a chance. That's one way to get the over-deliver part right. And if for all the other reasons you listed for things going wrong (lack of $$$, etc) you'll have to face your investors and customers for over-promising things they might not care about if you didn't promise them in the first place!
I've been trying out OtherInbox and they have dummy buttons on the top for features they don't have yet..I hate that! They might change tactics before building those features and for now they just confuse and clutter the space. Just only put what you have NOW! Let me be excited to see a new button added for me to play with…
Re: #22 – how about: if possible do not meet at all! And if you absolutely must, do what you said
What about the one where people say, “you can't do that,” or, “that's not how it's done,” which really means, “we can't do that…that's not how we do it…” and should in no way stop you from making good moves?
September 24th, 2008 at 23:42
Re: #13 – I might give UNDER-promise, over-sell, over-deliver a chance. That's one way to get the over-deliver part right. And if for all the other reasons you listed for things going wrong (lack of $$$, etc) you'll have to face your investors and customers for over-promising things they might not care about if you didn't promise them in the first place!
I've been trying out OtherInbox and they have dummy buttons on the top for features they don't have yet..I hate that! They might change tactics before building those features and for now they just confuse and clutter the space. Just only put what you have NOW! Let me be excited to see a new button added for me to play with…
Re: #22 – how about: if possible do not meet at all! And if you absolutely must, do what you said
What about the one where people say, “you can't do that,” or, “that's not how it's done,” which really means, “we can't do that…that's not how we do it…” and should in no way stop you from making good moves?
September 24th, 2008 at 23:42
Re: #13 – I might give UNDER-promise, over-sell, over-deliver a chance. That's one way to get the over-deliver part right. And if for all the other reasons you listed for things going wrong (lack of $$$, etc) you'll have to face your investors and customers for over-promising things they might not care about if you didn't promise them in the first place!
I've been trying out OtherInbox and they have dummy buttons on the top for features they don't have yet..I hate that! They might change tactics before building those features and for now they just confuse and clutter the space. Just only put what you have NOW! Let me be excited to see a new button added for me to play with…
Re: #22 – how about: if possible do not meet at all! And if you absolutely must, do what you said
What about the one where people say, “you can't do that,” or, “that's not how it's done,” which really means, “we can't do that…that's not how we do it…” and should in no way stop you from making good moves?
September 24th, 2008 at 23:42
Re: #13 – I might give UNDER-promise, over-sell, over-deliver a chance. That's one way to get the over-deliver part right. And if for all the other reasons you listed for things going wrong (lack of $$$, etc) you'll have to face your investors and customers for over-promising things they might not care about if you didn't promise them in the first place!
I've been trying out OtherInbox and they have dummy buttons on the top for features they don't have yet..I hate that! They might change tactics before building those features and for now they just confuse and clutter the space. Just only put what you have NOW! Let me be excited to see a new button added for me to play with…
Re: #22 – how about: if possible do not meet at all! And if you absolutely must, do what you said
What about the one where people say, “you can't do that,” or, “that's not how it's done,” which really means, “we can't do that…that's not how we do it…” and should in no way stop you from making good moves?
September 24th, 2008 at 23:42
Re: #13 – I might give UNDER-promise, over-sell, over-deliver a chance. That's one way to get the over-deliver part right. And if for all the other reasons you listed for things going wrong (lack of $$$, etc) you'll have to face your investors and customers for over-promising things they might not care about if you didn't promise them in the first place!
I've been trying out OtherInbox and they have dummy buttons on the top for features they don't have yet..I hate that! They might change tactics before building those features and for now they just confuse and clutter the space. Just only put what you have NOW! Let me be excited to see a new button added for me to play with…
Re: #22 – how about: if possible do not meet at all! And if you absolutely must, do what you said
What about the one where people say, “you can't do that,” or, “that's not how it's done,” which really means, “we can't do that…that's not how we do it…” and should in no way stop you from making good moves?
September 24th, 2008 at 23:42
Re: #13 – I might give UNDER-promise, over-sell, over-deliver a chance. That's one way to get the over-deliver part right. And if for all the other reasons you listed for things going wrong (lack of $$$, etc) you'll have to face your investors and customers for over-promising things they might not care about if you didn't promise them in the first place!
I've been trying out OtherInbox and they have dummy buttons on the top for features they don't have yet..I hate that! They might change tactics before building those features and for now they just confuse and clutter the space. Just only put what you have NOW! Let me be excited to see a new button added for me to play with…
Re: #22 – how about: if possible do not meet at all! And if you absolutely must, do what you said
What about the one where people say, “you can't do that,” or, “that's not how it's done,” which really means, “we can't do that…that's not how we do it…” and should in no way stop you from making good moves?
September 24th, 2008 at 23:42
Re: #13 – I might give UNDER-promise, over-sell, over-deliver a chance. That's one way to get the over-deliver part right. And if for all the other reasons you listed for things going wrong (lack of $$$, etc) you'll have to face your investors and customers for over-promising things they might not care about if you didn't promise them in the first place!
I've been trying out OtherInbox and they have dummy buttons on the top for features they don't have yet..I hate that! They might change tactics before building those features and for now they just confuse and clutter the space. Just only put what you have NOW! Let me be excited to see a new button added for me to play with…
Re: #22 – how about: if possible do not meet at all! And if you absolutely must, do what you said
What about the one where people say, “you can't do that,” or, “that's not how it's done,” which really means, “we can't do that…that's not how we do it…” and should in no way stop you from making good moves?
September 24th, 2008 at 23:42
Re: #13 – I might give UNDER-promise, over-sell, over-deliver a chance. That's one way to get the over-deliver part right. And if for all the other reasons you listed for things going wrong (lack of $$$, etc) you'll have to face your investors and customers for over-promising things they might not care about if you didn't promise them in the first place!
I've been trying out OtherInbox and they have dummy buttons on the top for features they don't have yet..I hate that! They might change tactics before building those features and for now they just confuse and clutter the space. Just only put what you have NOW! Let me be excited to see a new button added for me to play with…
Re: #22 – how about: if possible do not meet at all! And if you absolutely must, do what you said
What about the one where people say, “you can't do that,” or, “that's not how it's done,” which really means, “we can't do that…that's not how we do it…” and should in no way stop you from making good moves?
September 24th, 2008 at 23:42
Re: #13 – I might give UNDER-promise, over-sell, over-deliver a chance. That's one way to get the over-deliver part right. And if for all the other reasons you listed for things going wrong (lack of $$$, etc) you'll have to face your investors and customers for over-promising things they might not care about if you didn't promise them in the first place!
I've been trying out OtherInbox and they have dummy buttons on the top for features they don't have yet..I hate that! They might change tactics before building those features and for now they just confuse and clutter the space. Just only put what you have NOW! Let me be excited to see a new button added for me to play with…
Re: #22 – how about: if possible do not meet at all! And if you absolutely must, do what you said
What about the one where people say, “you can't do that,” or, “that's not how it's done,” which really means, “we can't do that…that's not how we do it…” and should in no way stop you from making good moves?
September 24th, 2008 at 23:42
Re: #13 – I might give UNDER-promise, over-sell, over-deliver a chance. That's one way to get the over-deliver part right. And if for all the other reasons you listed for things going wrong (lack of $$$, etc) you'll have to face your investors and customers for over-promising things they might not care about if you didn't promise them in the first place!
I've been trying out OtherInbox and they have dummy buttons on the top for features they don't have yet..I hate that! They might change tactics before building those features and for now they just confuse and clutter the space. Just only put what you have NOW! Let me be excited to see a new button added for me to play with…
Re: #22 – how about: if possible do not meet at all! And if you absolutely must, do what you said
What about the one where people say, “you can't do that,” or, “that's not how it's done,” which really means, “we can't do that…that's not how we do it…” and should in no way stop you from making good moves?
September 24th, 2008 at 23:42
Re: #13 – I might give UNDER-promise, over-sell, over-deliver a chance. That's one way to get the over-deliver part right. And if for all the other reasons you listed for things going wrong (lack of $$$, etc) you'll have to face your investors and customers for over-promising things they might not care about if you didn't promise them in the first place!
I've been trying out OtherInbox and they have dummy buttons on the top for features they don't have yet..I hate that! They might change tactics before building those features and for now they just confuse and clutter the space. Just only put what you have NOW! Let me be excited to see a new button added for me to play with…
Re: #22 – how about: if possible do not meet at all! And if you absolutely must, do what you said
What about the one where people say, “you can't do that,” or, “that's not how it's done,” which really means, “we can't do that…that's not how we do it…” and should in no way stop you from making good moves?
September 24th, 2008 at 23:42
Re: #13 – I might give UNDER-promise, over-sell, over-deliver a chance. That's one way to get the over-deliver part right. And if for all the other reasons you listed for things going wrong (lack of $$$, etc) you'll have to face your investors and customers for over-promising things they might not care about if you didn't promise them in the first place!
I've been trying out OtherInbox and they have dummy buttons on the top for features they don't have yet..I hate that! They might change tactics before building those features and for now they just confuse and clutter the space. Just only put what you have NOW! Let me be excited to see a new button added for me to play with…
Re: #22 – how about: if possible do not meet at all! And if you absolutely must, do what you said
What about the one where people say, “you can't do that,” or, “that's not how it's done,” which really means, “we can't do that…that's not how we do it…” and should in no way stop you from making good moves?
September 24th, 2008 at 23:42
Re: #13 – I might give UNDER-promise, over-sell, over-deliver a chance. That's one way to get the over-deliver part right. And if for all the other reasons you listed for things going wrong (lack of $$$, etc) you'll have to face your investors and customers for over-promising things they might not care about if you didn't promise them in the first place!
I've been trying out OtherInbox and they have dummy buttons on the top for features they don't have yet..I hate that! They might change tactics before building those features and for now they just confuse and clutter the space. Just only put what you have NOW! Let me be excited to see a new button added for me to play with…
Re: #22 – how about: if possible do not meet at all! And if you absolutely must, do what you said
What about the one where people say, “you can't do that,” or, “that's not how it's done,” which really means, “we can't do that…that's not how we do it…” and should in no way stop you from making good moves?
September 24th, 2008 at 23:42
Re: #13 – I might give UNDER-promise, over-sell, over-deliver a chance. That's one way to get the over-deliver part right. And if for all the other reasons you listed for things going wrong (lack of $$$, etc) you'll have to face your investors and customers for over-promising things they might not care about if you didn't promise them in the first place!
I've been trying out OtherInbox and they have dummy buttons on the top for features they don't have yet..I hate that! They might change tactics before building those features and for now they just confuse and clutter the space. Just only put what you have NOW! Let me be excited to see a new button added for me to play with…
Re: #22 – how about: if possible do not meet at all! And if you absolutely must, do what you said
What about the one where people say, “you can't do that,” or, “that's not how it's done,” which really means, “we can't do that…that's not how we do it…” and should in no way stop you from making good moves?
September 24th, 2008 at 23:42
Re: #13 – I might give UNDER-promise, over-sell, over-deliver a chance. That's one way to get the over-deliver part right. And if for all the other reasons you listed for things going wrong (lack of $$$, etc) you'll have to face your investors and customers for over-promising things they might not care about if you didn't promise them in the first place!
I've been trying out OtherInbox and they have dummy buttons on the top for features they don't have yet..I hate that! They might change tactics before building those features and for now they just confuse and clutter the space. Just only put what you have NOW! Let me be excited to see a new button added for me to play with…
Re: #22 – how about: if possible do not meet at all! And if you absolutely must, do what you said
What about the one where people say, “you can't do that,” or, “that's not how it's done,” which really means, “we can't do that…that's not how we do it…” and should in no way stop you from making good moves?
September 24th, 2008 at 23:42
Re: #13 – I might give UNDER-promise, over-sell, over-deliver a chance. That's one way to get the over-deliver part right. And if for all the other reasons you listed for things going wrong (lack of $$$, etc) you'll have to face your investors and customers for over-promising things they might not care about if you didn't promise them in the first place!
I've been trying out OtherInbox and they have dummy buttons on the top for features they don't have yet..I hate that! They might change tactics before building those features and for now they just confuse and clutter the space. Just only put what you have NOW! Let me be excited to see a new button added for me to play with…
Re: #22 – how about: if possible do not meet at all! And if you absolutely must, do what you said
What about the one where people say, “you can't do that,” or, “that's not how it's done,” which really means, “we can't do that…that's not how we do it…” and should in no way stop you from making good moves?
September 24th, 2008 at 23:42
Re: #13 – I might give UNDER-promise, over-sell, over-deliver a chance. That's one way to get the over-deliver part right. And if for all the other reasons you listed for things going wrong (lack of $$$, etc) you'll have to face your investors and customers for over-promising things they might not care about if you didn't promise them in the first place!
I've been trying out OtherInbox and they have dummy buttons on the top for features they don't have yet..I hate that! They might change tactics before building those features and for now they just confuse and clutter the space. Just only put what you have NOW! Let me be excited to see a new button added for me to play with…
Re: #22 – how about: if possible do not meet at all! And if you absolutely must, do what you said
What about the one where people say, “you can't do that,” or, “that's not how it's done,” which really means, “we can't do that…that's not how we do it…” and should in no way stop you from making good moves?
September 24th, 2008 at 23:42
Re: #13 – I might give UNDER-promise, over-sell, over-deliver a chance. That's one way to get the over-deliver part right. And if for all the other reasons you listed for things going wrong (lack of $$$, etc) you'll have to face your investors and customers for over-promising things they might not care about if you didn't promise them in the first place!
I've been trying out OtherInbox and they have dummy buttons on the top for features they don't have yet..I hate that! They might change tactics before building those features and for now they just confuse and clutter the space. Just only put what you have NOW! Let me be excited to see a new button added for me to play with…
Re: #22 – how about: if possible do not meet at all! And if you absolutely must, do what you said
What about the one where people say, “you can't do that,” or, “that's not how it's done,” which really means, “we can't do that…that's not how we do it…” and should in no way stop you from making good moves?
September 24th, 2008 at 23:42
Re: #13 – I might give UNDER-promise, over-sell, over-deliver a chance. That's one way to get the over-deliver part right. And if for all the other reasons you listed for things going wrong (lack of $$$, etc) you'll have to face your investors and customers for over-promising things they might not care about if you didn't promise them in the first place!
I've been trying out OtherInbox and they have dummy buttons on the top for features they don't have yet..I hate that! They might change tactics before building those features and for now they just confuse and clutter the space. Just only put what you have NOW! Let me be excited to see a new button added for me to play with…
Re: #22 – how about: if possible do not meet at all! And if you absolutely must, do what you said
What about the one where people say, “you can't do that,” or, “that's not how it's done,” which really means, “we can't do that…that's not how we do it…” and should in no way stop you from making good moves?
September 24th, 2008 at 23:42
Re: #13 – I might give UNDER-promise, over-sell, over-deliver a chance. That's one way to get the over-deliver part right. And if for all the other reasons you listed for things going wrong (lack of $$$, etc) you'll have to face your investors and customers for over-promising things they might not care about if you didn't promise them in the first place!
I've been trying out OtherInbox and they have dummy buttons on the top for features they don't have yet..I hate that! They might change tactics before building those features and for now they just confuse and clutter the space. Just only put what you have NOW! Let me be excited to see a new button added for me to play with…
Re: #22 – how about: if possible do not meet at all! And if you absolutely must, do what you said
What about the one where people say, “you can't do that,” or, “that's not how it's done,” which really means, “we can't do that…that's not how we do it…” and should in no way stop you from making good moves?
September 24th, 2008 at 23:42
Re: #13 – I might give UNDER-promise, over-sell, over-deliver a chance. That's one way to get the over-deliver part right. And if for all the other reasons you listed for things going wrong (lack of $$$, etc) you'll have to face your investors and customers for over-promising things they might not care about if you didn't promise them in the first place!
I've been trying out OtherInbox and they have dummy buttons on the top for features they don't have yet..I hate that! They might change tactics before building those features and for now they just confuse and clutter the space. Just only put what you have NOW! Let me be excited to see a new button added for me to play with…
Re: #22 – how about: if possible do not meet at all! And if you absolutely must, do what you said
What about the one where people say, “you can't do that,” or, “that's not how it's done,” which really means, “we can't do that…that's not how we do it…” and should in no way stop you from making good moves?
September 24th, 2008 at 23:42
Re: #13 – I might give UNDER-promise, over-sell, over-deliver a chance. That's one way to get the over-deliver part right. And if for all the other reasons you listed for things going wrong (lack of $$$, etc) you'll have to face your investors and customers for over-promising things they might not care about if you didn't promise them in the first place!
I've been trying out OtherInbox and they have dummy buttons on the top for features they don't have yet..I hate that! They might change tactics before building those features and for now they just confuse and clutter the space. Just only put what you have NOW! Let me be excited to see a new button added for me to play with…
Re: #22 – how about: if possible do not meet at all! And if you absolutely must, do what you said
What about the one where people say, “you can't do that,” or, “that's not how it's done,” which really means, “we can't do that…that's not how we do it…” and should in no way stop you from making good moves?
September 24th, 2008 at 23:42
Re: #13 – I might give UNDER-promise, over-sell, over-deliver a chance. That's one way to get the over-deliver part right. And if for all the other reasons you listed for things going wrong (lack of $$$, etc) you'll have to face your investors and customers for over-promising things they might not care about if you didn't promise them in the first place!
I've been trying out OtherInbox and they have dummy buttons on the top for features they don't have yet..I hate that! They might change tactics before building those features and for now they just confuse and clutter the space. Just only put what you have NOW! Let me be excited to see a new button added for me to play with…
Re: #22 – how about: if possible do not meet at all! And if you absolutely must, do what you said
What about the one where people say, “you can't do that,” or, “that's not how it's done,” which really means, “we can't do that…that's not how we do it…” and should in no way stop you from making good moves?
September 24th, 2008 at 23:42
Re: #13 – I might give UNDER-promise, over-sell, over-deliver a chance. That's one way to get the over-deliver part right. And if for all the other reasons you listed for things going wrong (lack of $$$, etc) you'll have to face your investors and customers for over-promising things they might not care about if you didn't promise them in the first place!
I've been trying out OtherInbox and they have dummy buttons on the top for features they don't have yet..I hate that! They might change tactics before building those features and for now they just confuse and clutter the space. Just only put what you have NOW! Let me be excited to see a new button added for me to play with…
Re: #22 – how about: if possible do not meet at all! And if you absolutely must, do what you said
What about the one where people say, “you can't do that,” or, “that's not how it's done,” which really means, “we can't do that…that's not how we do it…” and should in no way stop you from making good moves?
September 25th, 2008 at 17:50
#16: Completely agreed that skillfull “unbundling” involves both core competencies you identified; not only is it important to be really good at something, but learning how to interface with the network (to get everything else done) can be a core competence in itself. What you've called out is a pretty nuanced distinction that most haven't understood quite yet.
In fact, I think the ability of the economy to learn how to interface more effectively and efficiently is what will drive the opportunity for the greater distribution of economic value… but you've heard that from me before…
September 25th, 2008 at 17:50
#16: Completely agreed that skillfull “unbundling” involves both core competencies you identified; not only is it important to be really good at something, but learning how to interface with the network (to get everything else done) can be a core competence in itself. What you've called out is a pretty nuanced distinction that most haven't understood quite yet.
In fact, I think the ability of the economy to learn how to interface more effectively and efficiently is what will drive the opportunity for the greater distribution of economic value… but you've heard that from me before…
September 25th, 2008 at 17:50
#16: Completely agreed that skillfull “unbundling” involves both core competencies you identified; not only is it important to be really good at something, but learning how to interface with the network (to get everything else done) can be a core competence in itself. What you've called out is a pretty nuanced distinction that most haven't understood quite yet.
In fact, I think the ability of the economy to learn how to interface more effectively and efficiently is what will drive the opportunity for the greater distribution of economic value… but you've heard that from me before…
September 25th, 2008 at 17:50
#16: Completely agreed that skillfull “unbundling” involves both core competencies you identified; not only is it important to be really good at something, but learning how to interface with the network (to get everything else done) can be a core competence in itself. What you've called out is a pretty nuanced distinction that most haven't understood quite yet.
In fact, I think the ability of the economy to learn how to interface more effectively and efficiently is what will drive the opportunity for the greater distribution of economic value… but you've heard that from me before…
September 25th, 2008 at 17:50
#16: Completely agreed that skillfull “unbundling” involves both core competencies you identified; not only is it important to be really good at something, but learning how to interface with the network (to get everything else done) can be a core competence in itself. What you've called out is a pretty nuanced distinction that most haven't understood quite yet.
In fact, I think the ability of the economy to learn how to interface more effectively and efficiently is what will drive the opportunity for the greater distribution of economic value… but you've heard that from me before…
September 25th, 2008 at 17:50
#16: Completely agreed that skillfull “unbundling” involves both core competencies you identified; not only is it important to be really good at something, but learning how to interface with the network (to get everything else done) can be a core competence in itself. What you've called out is a pretty nuanced distinction that most haven't understood quite yet.
In fact, I think the ability of the economy to learn how to interface more effectively and efficiently is what will drive the opportunity for the greater distribution of economic value… but you've heard that from me before…
September 25th, 2008 at 17:50
#16: Completely agreed that skillfull “unbundling” involves both core competencies you identified; not only is it important to be really good at something, but learning how to interface with the network (to get everything else done) can be a core competence in itself. What you've called out is a pretty nuanced distinction that most haven't understood quite yet.
In fact, I think the ability of the economy to learn how to interface more effectively and efficiently is what will drive the opportunity for the greater distribution of economic value… but you've heard that from me before…
September 25th, 2008 at 17:50
#16: Completely agreed that skillfull “unbundling” involves both core competencies you identified; not only is it important to be really good at something, but learning how to interface with the network (to get everything else done) can be a core competence in itself. What you've called out is a pretty nuanced distinction that most haven't understood quite yet.
In fact, I think the ability of the economy to learn how to interface more effectively and efficiently is what will drive the opportunity for the greater distribution of economic value… but you've heard that from me before…
September 25th, 2008 at 17:50
#16: Completely agreed that skillfull “unbundling” involves both core competencies you identified; not only is it important to be really good at something, but learning how to interface with the network (to get everything else done) can be a core competence in itself. What you've called out is a pretty nuanced distinction that most haven't understood quite yet.
In fact, I think the ability of the economy to learn how to interface more effectively and efficiently is what will drive the opportunity for the greater distribution of economic value… but you've heard that from me before…
September 25th, 2008 at 17:50
#16: Completely agreed that skillfull “unbundling” involves both core competencies you identified; not only is it important to be really good at something, but learning how to interface with the network (to get everything else done) can be a core competence in itself. What you've called out is a pretty nuanced distinction that most haven't understood quite yet.
In fact, I think the ability of the economy to learn how to interface more effectively and efficiently is what will drive the opportunity for the greater distribution of economic value… but you've heard that from me before…
September 25th, 2008 at 17:50
#16: Completely agreed that skillfull “unbundling” involves both core competencies you identified; not only is it important to be really good at something, but learning how to interface with the network (to get everything else done) can be a core competence in itself. What you've called out is a pretty nuanced distinction that most haven't understood quite yet.
In fact, I think the ability of the economy to learn how to interface more effectively and efficiently is what will drive the opportunity for the greater distribution of economic value… but you've heard that from me before…
September 25th, 2008 at 17:50
#16: Completely agreed that skillfull “unbundling” involves both core competencies you identified; not only is it important to be really good at something, but learning how to interface with the network (to get everything else done) can be a core competence in itself. What you've called out is a pretty nuanced distinction that most haven't understood quite yet.
In fact, I think the ability of the economy to learn how to interface more effectively and efficiently is what will drive the opportunity for the greater distribution of economic value… but you've heard that from me before…
September 25th, 2008 at 17:50
#16: Completely agreed that skillfull “unbundling” involves both core competencies you identified; not only is it important to be really good at something, but learning how to interface with the network (to get everything else done) can be a core competence in itself. What you've called out is a pretty nuanced distinction that most haven't understood quite yet.
In fact, I think the ability of the economy to learn how to interface more effectively and efficiently is what will drive the opportunity for the greater distribution of economic value… but you've heard that from me before…
September 25th, 2008 at 17:50
#16: Completely agreed that skillfull “unbundling” involves both core competencies you identified; not only is it important to be really good at something, but learning how to interface with the network (to get everything else done) can be a core competence in itself. What you've called out is a pretty nuanced distinction that most haven't understood quite yet.
In fact, I think the ability of the economy to learn how to interface more effectively and efficiently is what will drive the opportunity for the greater distribution of economic value… but you've heard that from me before…
September 25th, 2008 at 17:50
#16: Completely agreed that skillfull “unbundling” involves both core competencies you identified; not only is it important to be really good at something, but learning how to interface with the network (to get everything else done) can be a core competence in itself. What you've called out is a pretty nuanced distinction that most haven't understood quite yet.
In fact, I think the ability of the economy to learn how to interface more effectively and efficiently is what will drive the opportunity for the greater distribution of economic value… but you've heard that from me before…
September 25th, 2008 at 17:50
#16: Completely agreed that skillfull “unbundling” involves both core competencies you identified; not only is it important to be really good at something, but learning how to interface with the network (to get everything else done) can be a core competence in itself. What you've called out is a pretty nuanced distinction that most haven't understood quite yet.
In fact, I think the ability of the economy to learn how to interface more effectively and efficiently is what will drive the opportunity for the greater distribution of economic value… but you've heard that from me before…
September 25th, 2008 at 17:50
#16: Completely agreed that skillfull “unbundling” involves both core competencies you identified; not only is it important to be really good at something, but learning how to interface with the network (to get everything else done) can be a core competence in itself. What you've called out is a pretty nuanced distinction that most haven't understood quite yet.
In fact, I think the ability of the economy to learn how to interface more effectively and efficiently is what will drive the opportunity for the greater distribution of economic value… but you've heard that from me before…
September 25th, 2008 at 17:50
#16: Completely agreed that skillfull “unbundling” involves both core competencies you identified; not only is it important to be really good at something, but learning how to interface with the network (to get everything else done) can be a core competence in itself. What you've called out is a pretty nuanced distinction that most haven't understood quite yet.
In fact, I think the ability of the economy to learn how to interface more effectively and efficiently is what will drive the opportunity for the greater distribution of economic value… but you've heard that from me before…
September 25th, 2008 at 17:50
#16: Completely agreed that skillfull “unbundling” involves both core competencies you identified; not only is it important to be really good at something, but learning how to interface with the network (to get everything else done) can be a core competence in itself. What you've called out is a pretty nuanced distinction that most haven't understood quite yet.
In fact, I think the ability of the economy to learn how to interface more effectively and efficiently is what will drive the opportunity for the greater distribution of economic value… but you've heard that from me before…
September 25th, 2008 at 17:50
#16: Completely agreed that skillfull “unbundling” involves both core competencies you identified; not only is it important to be really good at something, but learning how to interface with the network (to get everything else done) can be a core competence in itself. What you've called out is a pretty nuanced distinction that most haven't understood quite yet.
In fact, I think the ability of the economy to learn how to interface more effectively and efficiently is what will drive the opportunity for the greater distribution of economic value… but you've heard that from me before…
September 25th, 2008 at 17:50
#16: Completely agreed that skillfull “unbundling” involves both core competencies you identified; not only is it important to be really good at something, but learning how to interface with the network (to get everything else done) can be a core competence in itself. What you've called out is a pretty nuanced distinction that most haven't understood quite yet.
In fact, I think the ability of the economy to learn how to interface more effectively and efficiently is what will drive the opportunity for the greater distribution of economic value… but you've heard that from me before…
September 25th, 2008 at 17:50
#16: Completely agreed that skillfull “unbundling” involves both core competencies you identified; not only is it important to be really good at something, but learning how to interface with the network (to get everything else done) can be a core competence in itself. What you've called out is a pretty nuanced distinction that most haven't understood quite yet.
In fact, I think the ability of the economy to learn how to interface more effectively and efficiently is what will drive the opportunity for the greater distribution of economic value… but you've heard that from me before…
September 25th, 2008 at 17:50
#16: Completely agreed that skillfull “unbundling” involves both core competencies you identified; not only is it important to be really good at something, but learning how to interface with the network (to get everything else done) can be a core competence in itself. What you've called out is a pretty nuanced distinction that most haven't understood quite yet.
In fact, I think the ability of the economy to learn how to interface more effectively and efficiently is what will drive the opportunity for the greater distribution of economic value… but you've heard that from me before…
September 25th, 2008 at 17:50
#16: Completely agreed that skillfull “unbundling” involves both core competencies you identified; not only is it important to be really good at something, but learning how to interface with the network (to get everything else done) can be a core competence in itself. What you've called out is a pretty nuanced distinction that most haven't understood quite yet.
In fact, I think the ability of the economy to learn how to interface more effectively and efficiently is what will drive the opportunity for the greater distribution of economic value… but you've heard that from me before…
September 25th, 2008 at 17:50
#16: Completely agreed that skillfull “unbundling” involves both core competencies you identified; not only is it important to be really good at something, but learning how to interface with the network (to get everything else done) can be a core competence in itself. What you've called out is a pretty nuanced distinction that most haven't understood quite yet.
In fact, I think the ability of the economy to learn how to interface more effectively and efficiently is what will drive the opportunity for the greater distribution of economic value… but you've heard that from me before…
September 25th, 2008 at 17:50
#16: Completely agreed that skillfull “unbundling” involves both core competencies you identified; not only is it important to be really good at something, but learning how to interface with the network (to get everything else done) can be a core competence in itself. What you've called out is a pretty nuanced distinction that most haven't understood quite yet.
In fact, I think the ability of the economy to learn how to interface more effectively and efficiently is what will drive the opportunity for the greater distribution of economic value… but you've heard that from me before…
September 25th, 2008 at 17:50
#16: Completely agreed that skillfull “unbundling” involves both core competencies you identified; not only is it important to be really good at something, but learning how to interface with the network (to get everything else done) can be a core competence in itself. What you've called out is a pretty nuanced distinction that most haven't understood quite yet.
In fact, I think the ability of the economy to learn how to interface more effectively and efficiently is what will drive the opportunity for the greater distribution of economic value… but you've heard that from me before…
September 25th, 2008 at 17:50
#16: Completely agreed that skillfull “unbundling” involves both core competencies you identified; not only is it important to be really good at something, but learning how to interface with the network (to get everything else done) can be a core competence in itself. What you've called out is a pretty nuanced distinction that most haven't understood quite yet.
In fact, I think the ability of the economy to learn how to interface more effectively and efficiently is what will drive the opportunity for the greater distribution of economic value… but you've heard that from me before…
September 25th, 2008 at 17:50
#16: Completely agreed that skillfull “unbundling” involves both core competencies you identified; not only is it important to be really good at something, but learning how to interface with the network (to get everything else done) can be a core competence in itself. What you've called out is a pretty nuanced distinction that most haven't understood quite yet.
In fact, I think the ability of the economy to learn how to interface more effectively and efficiently is what will drive the opportunity for the greater distribution of economic value… but you've heard that from me before…
September 25th, 2008 at 17:50
#16: Completely agreed that skillfull “unbundling” involves both core competencies you identified; not only is it important to be really good at something, but learning how to interface with the network (to get everything else done) can be a core competence in itself. What you've called out is a pretty nuanced distinction that most haven't understood quite yet.
In fact, I think the ability of the economy to learn how to interface more effectively and efficiently is what will drive the opportunity for the greater distribution of economic value… but you've heard that from me before…
September 25th, 2008 at 17:50
#16: Completely agreed that skillfull “unbundling” involves both core competencies you identified; not only is it important to be really good at something, but learning how to interface with the network (to get everything else done) can be a core competence in itself. What you've called out is a pretty nuanced distinction that most haven't understood quite yet.
In fact, I think the ability of the economy to learn how to interface more effectively and efficiently is what will drive the opportunity for the greater distribution of economic value… but you've heard that from me before…
September 25th, 2008 at 17:50
#16: Completely agreed that skillfull “unbundling” involves both core competencies you identified; not only is it important to be really good at something, but learning how to interface with the network (to get everything else done) can be a core competence in itself. What you've called out is a pretty nuanced distinction that most haven't understood quite yet.
In fact, I think the ability of the economy to learn how to interface more effectively and efficiently is what will drive the opportunity for the greater distribution of economic value… but you've heard that from me before…
September 25th, 2008 at 17:50
#16: Completely agreed that skillfull “unbundling” involves both core competencies you identified; not only is it important to be really good at something, but learning how to interface with the network (to get everything else done) can be a core competence in itself. What you've called out is a pretty nuanced distinction that most haven't understood quite yet.
In fact, I think the ability of the economy to learn how to interface more effectively and efficiently is what will drive the opportunity for the greater distribution of economic value… but you've heard that from me before…
September 25th, 2008 at 17:50
#16: Completely agreed that skillfull “unbundling” involves both core competencies you identified; not only is it important to be really good at something, but learning how to interface with the network (to get everything else done) can be a core competence in itself. What you've called out is a pretty nuanced distinction that most haven't understood quite yet.
In fact, I think the ability of the economy to learn how to interface more effectively and efficiently is what will drive the opportunity for the greater distribution of economic value… but you've heard that from me before…
September 25th, 2008 at 18:15
Somebody wrote on Umair's post today “How many people does the Apache
Foundation employ”?
The point is that all the benefits are external to the foundation
itself. That's “meaning”; that's “interfacing with the network”.
Again, KILLER work man!!!
September 25th, 2008 at 18:15
Somebody wrote on Umair's post today “How many people does the Apache
Foundation employ”?
The point is that all the benefits are external to the foundation
itself. That's “meaning”; that's “interfacing with the network”.
Again, KILLER work man!!!
September 25th, 2008 at 18:15
Somebody wrote on Umair's post today “How many people does the Apache
Foundation employ”?
The point is that all the benefits are external to the foundation
itself. That's “meaning”; that's “interfacing with the network”.
Again, KILLER work man!!!
September 25th, 2008 at 18:15
Somebody wrote on Umair's post today “How many people does the Apache
Foundation employ”?
The point is that all the benefits are external to the foundation
itself. That's “meaning”; that's “interfacing with the network”.
Again, KILLER work man!!!
September 25th, 2008 at 18:15
Somebody wrote on Umair's post today “How many people does the Apache
Foundation employ”?
The point is that all the benefits are external to the foundation
itself. That's “meaning”; that's “interfacing with the network”.
Again, KILLER work man!!!
September 25th, 2008 at 18:15
Somebody wrote on Umair's post today “How many people does the Apache
Foundation employ”?
The point is that all the benefits are external to the foundation
itself. That's “meaning”; that's “interfacing with the network”.
Again, KILLER work man!!!
September 25th, 2008 at 18:15
Somebody wrote on Umair's post today “How many people does the Apache
Foundation employ”?
The point is that all the benefits are external to the foundation
itself. That's “meaning”; that's “interfacing with the network”.
Again, KILLER work man!!!
September 25th, 2008 at 18:15
Somebody wrote on Umair's post today “How many people does the Apache
Foundation employ”?
The point is that all the benefits are external to the foundation
itself. That's “meaning”; that's “interfacing with the network”.
Again, KILLER work man!!!
September 25th, 2008 at 18:15
Somebody wrote on Umair's post today “How many people does the Apache
Foundation employ”?
The point is that all the benefits are external to the foundation
itself. That's “meaning”; that's “interfacing with the network”.
Again, KILLER work man!!!
September 25th, 2008 at 18:15
Somebody wrote on Umair's post today “How many people does the Apache
Foundation employ”?
The point is that all the benefits are external to the foundation
itself. That's “meaning”; that's “interfacing with the network”.
Again, KILLER work man!!!
September 25th, 2008 at 18:15
Somebody wrote on Umair's post today “How many people does the Apache
Foundation employ”?
The point is that all the benefits are external to the foundation
itself. That's “meaning”; that's “interfacing with the network”.
Again, KILLER work man!!!
September 25th, 2008 at 18:15
Somebody wrote on Umair's post today “How many people does the Apache
Foundation employ”?
The point is that all the benefits are external to the foundation
itself. That's “meaning”; that's “interfacing with the network”.
Again, KILLER work man!!!
September 25th, 2008 at 18:15
Somebody wrote on Umair's post today “How many people does the Apache
Foundation employ”?
The point is that all the benefits are external to the foundation
itself. That's “meaning”; that's “interfacing with the network”.
Again, KILLER work man!!!
September 25th, 2008 at 18:15
Somebody wrote on Umair's post today “How many people does the Apache
Foundation employ”?
The point is that all the benefits are external to the foundation
itself. That's “meaning”; that's “interfacing with the network”.
Again, KILLER work man!!!
September 25th, 2008 at 18:15
Somebody wrote on Umair's post today “How many people does the Apache
Foundation employ”?
The point is that all the benefits are external to the foundation
itself. That's “meaning”; that's “interfacing with the network”.
Again, KILLER work man!!!
September 25th, 2008 at 18:15
Somebody wrote on Umair's post today “How many people does the Apache
Foundation employ”?
The point is that all the benefits are external to the foundation
itself. That's “meaning”; that's “interfacing with the network”.
Again, KILLER work man!!!
September 25th, 2008 at 18:15
Somebody wrote on Umair's post today “How many people does the Apache
Foundation employ”?
The point is that all the benefits are external to the foundation
itself. That's “meaning”; that's “interfacing with the network”.
Again, KILLER work man!!!
September 25th, 2008 at 18:15
Somebody wrote on Umair's post today “How many people does the Apache
Foundation employ”?
The point is that all the benefits are external to the foundation
itself. That's “meaning”; that's “interfacing with the network”.
Again, KILLER work man!!!
September 25th, 2008 at 18:15
Somebody wrote on Umair's post today “How many people does the Apache
Foundation employ”?
The point is that all the benefits are external to the foundation
itself. That's “meaning”; that's “interfacing with the network”.
Again, KILLER work man!!!
September 25th, 2008 at 18:15
Somebody wrote on Umair's post today “How many people does the Apache
Foundation employ”?
The point is that all the benefits are external to the foundation
itself. That's “meaning”; that's “interfacing with the network”.
Again, KILLER work man!!!
September 25th, 2008 at 18:15
Somebody wrote on Umair's post today “How many people does the Apache
Foundation employ”?
The point is that all the benefits are external to the foundation
itself. That's “meaning”; that's “interfacing with the network”.
Again, KILLER work man!!!
September 25th, 2008 at 18:15
Somebody wrote on Umair's post today “How many people does the Apache
Foundation employ”?
The point is that all the benefits are external to the foundation
itself. That's “meaning”; that's “interfacing with the network”.
Again, KILLER work man!!!
September 25th, 2008 at 18:15
Somebody wrote on Umair's post today “How many people does the Apache
Foundation employ”?
The point is that all the benefits are external to the foundation
itself. That's “meaning”; that's “interfacing with the network”.
Again, KILLER work man!!!
September 25th, 2008 at 18:15
Somebody wrote on Umair's post today “How many people does the Apache
Foundation employ”?
The point is that all the benefits are external to the foundation
itself. That's “meaning”; that's “interfacing with the network”.
Again, KILLER work man!!!
September 25th, 2008 at 18:15
Somebody wrote on Umair's post today “How many people does the Apache
Foundation employ”?
The point is that all the benefits are external to the foundation
itself. That's “meaning”; that's “interfacing with the network”.
Again, KILLER work man!!!
September 25th, 2008 at 18:15
Somebody wrote on Umair's post today “How many people does the Apache
Foundation employ”?
The point is that all the benefits are external to the foundation
itself. That's “meaning”; that's “interfacing with the network”.
Again, KILLER work man!!!
September 25th, 2008 at 18:15
Somebody wrote on Umair's post today “How many people does the Apache
Foundation employ”?
The point is that all the benefits are external to the foundation
itself. That's “meaning”; that's “interfacing with the network”.
Again, KILLER work man!!!
September 25th, 2008 at 18:15
Somebody wrote on Umair's post today “How many people does the Apache
Foundation employ”?
The point is that all the benefits are external to the foundation
itself. That's “meaning”; that's “interfacing with the network”.
Again, KILLER work man!!!
September 25th, 2008 at 18:15
Somebody wrote on Umair's post today “How many people does the Apache
Foundation employ”?
The point is that all the benefits are external to the foundation
itself. That's “meaning”; that's “interfacing with the network”.
Again, KILLER work man!!!
September 25th, 2008 at 18:15
Somebody wrote on Umair's post today “How many people does the Apache
Foundation employ”?
The point is that all the benefits are external to the foundation
itself. That's “meaning”; that's “interfacing with the network”.
Again, KILLER work man!!!
September 25th, 2008 at 18:15
Somebody wrote on Umair's post today “How many people does the Apache
Foundation employ”?
The point is that all the benefits are external to the foundation
itself. That's “meaning”; that's “interfacing with the network”.
Again, KILLER work man!!!
September 25th, 2008 at 18:15
Somebody wrote on Umair's post today “How many people does the Apache
Foundation employ”?
The point is that all the benefits are external to the foundation
itself. That's “meaning”; that's “interfacing with the network”.
Again, KILLER work man!!!
September 25th, 2008 at 18:15
Somebody wrote on Umair's post today “How many people does the Apache
Foundation employ”?
The point is that all the benefits are external to the foundation
itself. That's “meaning”; that's “interfacing with the network”.
Again, KILLER work man!!!
September 25th, 2008 at 18:15
Somebody wrote on Umair's post today “How many people does the Apache
Foundation employ”?
The point is that all the benefits are external to the foundation
itself. That's “meaning”; that's “interfacing with the network”.
Again, KILLER work man!!!
September 25th, 2008 at 18:23
Re: Maybe instead of “under-promise” it's just better not to promise
My motive is really just to push people to think big; sometimes bigger goals can be easier to achieve.
Re: “you can't / we don't “: there's a surprising amount that goes into other people's motivations behind their advice for other people. A lot of a person's identity is tied to our relationships with and comparison to other people, thus when other people change it upsets our own vision of ourselves. Advice, direction, demands and laws are instrinsically tied to the viewpoint of the person giving the advice, setting the direction, making the demands.
& Dummy buttons: completely agreed: “feel free to tell me how things will be improved, but don't taunt me with what doesn't work (and degrades what does work) every single time I use you.”
September 25th, 2008 at 18:23
Re: Maybe instead of “under-promise” it's just better not to promise
My motive is really just to push people to think big; sometimes bigger goals can be easier to achieve.
Re: “you can't / we don't “: there's a surprising amount that goes into other people's motivations behind their advice for other people. A lot of a person's identity is tied to our relationships with and comparison to other people, thus when other people change it upsets our own vision of ourselves. Advice, direction, demands and laws are instrinsically tied to the viewpoint of the person giving the advice, setting the direction, making the demands.
& Dummy buttons: completely agreed: “feel free to tell me how things will be improved, but don't taunt me with what doesn't work (and degrades what does work) every single time I use you.”
September 25th, 2008 at 18:23
Re: Maybe instead of “under-promise” it's just better not to promise
My motive is really just to push people to think big; sometimes bigger goals can be easier to achieve.
Re: “you can't / we don't “: there's a surprising amount that goes into other people's motivations behind their advice for other people. A lot of a person's identity is tied to our relationships with and comparison to other people, thus when other people change it upsets our own vision of ourselves. Advice, direction, demands and laws are instrinsically tied to the viewpoint of the person giving the advice, setting the direction, making the demands.
& Dummy buttons: completely agreed: “feel free to tell me how things will be improved, but don't taunt me with what doesn't work (and degrades what does work) every single time I use you.”
September 25th, 2008 at 18:23
Re: Maybe instead of “under-promise” it's just better not to promise
My motive is really just to push people to think big; sometimes bigger goals can be easier to achieve.
Re: “you can't / we don't “: there's a surprising amount that goes into other people's motivations behind their advice for other people. A lot of a person's identity is tied to our relationships with and comparison to other people, thus when other people change it upsets our own vision of ourselves. Advice, direction, demands and laws are instrinsically tied to the viewpoint of the person giving the advice, setting the direction, making the demands.
& Dummy buttons: completely agreed: “feel free to tell me how things will be improved, but don't taunt me with what doesn't work (and degrades what does work) every single time I use you.”
September 25th, 2008 at 18:23
Re: Maybe instead of “under-promise” it's just better not to promise
My motive is really just to push people to think big; sometimes bigger goals can be easier to achieve.
Re: “you can't / we don't “: there's a surprising amount that goes into other people's motivations behind their advice for other people. A lot of a person's identity is tied to our relationships with and comparison to other people, thus when other people change it upsets our own vision of ourselves. Advice, direction, demands and laws are instrinsically tied to the viewpoint of the person giving the advice, setting the direction, making the demands.
& Dummy buttons: completely agreed: “feel free to tell me how things will be improved, but don't taunt me with what doesn't work (and degrades what does work) every single time I use you.”
September 25th, 2008 at 18:23
Re: Maybe instead of “under-promise” it's just better not to promise
My motive is really just to push people to think big; sometimes bigger goals can be easier to achieve.
Re: “you can't / we don't “: there's a surprising amount that goes into other people's motivations behind their advice for other people. A lot of a person's identity is tied to our relationships with and comparison to other people, thus when other people change it upsets our own vision of ourselves. Advice, direction, demands and laws are instrinsically tied to the viewpoint of the person giving the advice, setting the direction, making the demands.
& Dummy buttons: completely agreed: “feel free to tell me how things will be improved, but don't taunt me with what doesn't work (and degrades what does work) every single time I use you.”
September 25th, 2008 at 18:23
Re: Maybe instead of “under-promise” it's just better not to promise
My motive is really just to push people to think big; sometimes bigger goals can be easier to achieve.
Re: “you can't / we don't “: there's a surprising amount that goes into other people's motivations behind their advice for other people. A lot of a person's identity is tied to our relationships with and comparison to other people, thus when other people change it upsets our own vision of ourselves. Advice, direction, demands and laws are instrinsically tied to the viewpoint of the person giving the advice, setting the direction, making the demands.
& Dummy buttons: completely agreed: “feel free to tell me how things will be improved, but don't taunt me with what doesn't work (and degrades what does work) every single time I use you.”
September 25th, 2008 at 18:23
Re: Maybe instead of “under-promise” it's just better not to promise
My motive is really just to push people to think big; sometimes bigger goals can be easier to achieve.
Re: “you can't / we don't “: there's a surprising amount that goes into other people's motivations behind their advice for other people. A lot of a person's identity is tied to our relationships with and comparison to other people, thus when other people change it upsets our own vision of ourselves. Advice, direction, demands and laws are instrinsically tied to the viewpoint of the person giving the advice, setting the direction, making the demands.
& Dummy buttons: completely agreed: “feel free to tell me how things will be improved, but don't taunt me with what doesn't work (and degrades what does work) every single time I use you.”
September 25th, 2008 at 18:23
Re: Maybe instead of “under-promise” it's just better not to promise
My motive is really just to push people to think big; sometimes bigger goals can be easier to achieve.
Re: “you can't / we don't “: there's a surprising amount that goes into other people's motivations behind their advice for other people. A lot of a person's identity is tied to our relationships with and comparison to other people, thus when other people change it upsets our own vision of ourselves. Advice, direction, demands and laws are instrinsically tied to the viewpoint of the person giving the advice, setting the direction, making the demands.
& Dummy buttons: completely agreed: “feel free to tell me how things will be improved, but don't taunt me with what doesn't work (and degrades what does work) every single time I use you.”
September 25th, 2008 at 18:23
Re: Maybe instead of “under-promise” it's just better not to promise
My motive is really just to push people to think big; sometimes bigger goals can be easier to achieve.
Re: “you can't / we don't “: there's a surprising amount that goes into other people's motivations behind their advice for other people. A lot of a person's identity is tied to our relationships with and comparison to other people, thus when other people change it upsets our own vision of ourselves. Advice, direction, demands and laws are instrinsically tied to the viewpoint of the person giving the advice, setting the direction, making the demands.
& Dummy buttons: completely agreed: “feel free to tell me how things will be improved, but don't taunt me with what doesn't work (and degrades what does work) every single time I use you.”
September 25th, 2008 at 18:23
Re: Maybe instead of “under-promise” it's just better not to promise
My motive is really just to push people to think big; sometimes bigger goals can be easier to achieve.
Re: “you can't / we don't “: there's a surprising amount that goes into other people's motivations behind their advice for other people. A lot of a person's identity is tied to our relationships with and comparison to other people, thus when other people change it upsets our own vision of ourselves. Advice, direction, demands and laws are instrinsically tied to the viewpoint of the person giving the advice, setting the direction, making the demands.
& Dummy buttons: completely agreed: “feel free to tell me how things will be improved, but don't taunt me with what doesn't work (and degrades what does work) every single time I use you.”
September 25th, 2008 at 18:23
Re: Maybe instead of “under-promise” it's just better not to promise
My motive is really just to push people to think big; sometimes bigger goals can be easier to achieve.
Re: “you can't / we don't “: there's a surprising amount that goes into other people's motivations behind their advice for other people. A lot of a person's identity is tied to our relationships with and comparison to other people, thus when other people change it upsets our own vision of ourselves. Advice, direction, demands and laws are instrinsically tied to the viewpoint of the person giving the advice, setting the direction, making the demands.
& Dummy buttons: completely agreed: “feel free to tell me how things will be improved, but don't taunt me with what doesn't work (and degrades what does work) every single time I use you.”
September 25th, 2008 at 18:23
Re: Maybe instead of “under-promise” it's just better not to promise
My motive is really just to push people to think big; sometimes bigger goals can be easier to achieve.
Re: “you can't / we don't “: there's a surprising amount that goes into other people's motivations behind their advice for other people. A lot of a person's identity is tied to our relationships with and comparison to other people, thus when other people change it upsets our own vision of ourselves. Advice, direction, demands and laws are instrinsically tied to the viewpoint of the person giving the advice, setting the direction, making the demands.
& Dummy buttons: completely agreed: “feel free to tell me how things will be improved, but don't taunt me with what doesn't work (and degrades what does work) every single time I use you.”
September 25th, 2008 at 18:23
Re: Maybe instead of “under-promise” it's just better not to promise
My motive is really just to push people to think big; sometimes bigger goals can be easier to achieve.
Re: “you can't / we don't “: there's a surprising amount that goes into other people's motivations behind their advice for other people. A lot of a person's identity is tied to our relationships with and comparison to other people, thus when other people change it upsets our own vision of ourselves. Advice, direction, demands and laws are instrinsically tied to the viewpoint of the person giving the advice, setting the direction, making the demands.
& Dummy buttons: completely agreed: “feel free to tell me how things will be improved, but don't taunt me with what doesn't work (and degrades what does work) every single time I use you.”
September 25th, 2008 at 18:23
Re: Maybe instead of “under-promise” it's just better not to promise
My motive is really just to push people to think big; sometimes bigger goals can be easier to achieve.
Re: “you can't / we don't “: there's a surprising amount that goes into other people's motivations behind their advice for other people. A lot of a person's identity is tied to our relationships with and comparison to other people, thus when other people change it upsets our own vision of ourselves. Advice, direction, demands and laws are instrinsically tied to the viewpoint of the person giving the advice, setting the direction, making the demands.
& Dummy buttons: completely agreed: “feel free to tell me how things will be improved, but don't taunt me with what doesn't work (and degrades what does work) every single time I use you.”
September 25th, 2008 at 18:23
Re: Maybe instead of “under-promise” it's just better not to promise
My motive is really just to push people to think big; sometimes bigger goals can be easier to achieve.
Re: “you can't / we don't “: there's a surprising amount that goes into other people's motivations behind their advice for other people. A lot of a person's identity is tied to our relationships with and comparison to other people, thus when other people change it upsets our own vision of ourselves. Advice, direction, demands and laws are instrinsically tied to the viewpoint of the person giving the advice, setting the direction, making the demands.
& Dummy buttons: completely agreed: “feel free to tell me how things will be improved, but don't taunt me with what doesn't work (and degrades what does work) every single time I use you.”
September 25th, 2008 at 18:23
Re: Maybe instead of “under-promise” it's just better not to promise
My motive is really just to push people to think big; sometimes bigger goals can be easier to achieve.
Re: “you can't / we don't “: there's a surprising amount that goes into other people's motivations behind their advice for other people. A lot of a person's identity is tied to our relationships with and comparison to other people, thus when other people change it upsets our own vision of ourselves. Advice, direction, demands and laws are instrinsically tied to the viewpoint of the person giving the advice, setting the direction, making the demands.
& Dummy buttons: completely agreed: “feel free to tell me how things will be improved, but don't taunt me with what doesn't work (and degrades what does work) every single time I use you.”
September 25th, 2008 at 18:23
Re: Maybe instead of “under-promise” it's just better not to promise
My motive is really just to push people to think big; sometimes bigger goals can be easier to achieve.
Re: “you can't / we don't “: there's a surprising amount that goes into other people's motivations behind their advice for other people. A lot of a person's identity is tied to our relationships with and comparison to other people, thus when other people change it upsets our own vision of ourselves. Advice, direction, demands and laws are instrinsically tied to the viewpoint of the person giving the advice, setting the direction, making the demands.
& Dummy buttons: completely agreed: “feel free to tell me how things will be improved, but don't taunt me with what doesn't work (and degrades what does work) every single time I use you.”
September 25th, 2008 at 18:23
Re: Maybe instead of “under-promise” it's just better not to promise
My motive is really just to push people to think big; sometimes bigger goals can be easier to achieve.
Re: “you can't / we don't “: there's a surprising amount that goes into other people's motivations behind their advice for other people. A lot of a person's identity is tied to our relationships with and comparison to other people, thus when other people change it upsets our own vision of ourselves. Advice, direction, demands and laws are instrinsically tied to the viewpoint of the person giving the advice, setting the direction, making the demands.
& Dummy buttons: completely agreed: “feel free to tell me how things will be improved, but don't taunt me with what doesn't work (and degrades what does work) every single time I use you.”
September 25th, 2008 at 18:23
Re: Maybe instead of “under-promise” it's just better not to promise
My motive is really just to push people to think big; sometimes bigger goals can be easier to achieve.
Re: “you can't / we don't “: there's a surprising amount that goes into other people's motivations behind their advice for other people. A lot of a person's identity is tied to our relationships with and comparison to other people, thus when other people change it upsets our own vision of ourselves. Advice, direction, demands and laws are instrinsically tied to the viewpoint of the person giving the advice, setting the direction, making the demands.
& Dummy buttons: completely agreed: “feel free to tell me how things will be improved, but don't taunt me with what doesn't work (and degrades what does work) every single time I use you.”
September 25th, 2008 at 18:23
Re: Maybe instead of “under-promise” it's just better not to promise
My motive is really just to push people to think big; sometimes bigger goals can be easier to achieve.
Re: “you can't / we don't “: there's a surprising amount that goes into other people's motivations behind their advice for other people. A lot of a person's identity is tied to our relationships with and comparison to other people, thus when other people change it upsets our own vision of ourselves. Advice, direction, demands and laws are instrinsically tied to the viewpoint of the person giving the advice, setting the direction, making the demands.
& Dummy buttons: completely agreed: “feel free to tell me how things will be improved, but don't taunt me with what doesn't work (and degrades what does work) every single time I use you.”
September 25th, 2008 at 18:23
Re: Maybe instead of “under-promise” it's just better not to promise
My motive is really just to push people to think big; sometimes bigger goals can be easier to achieve.
Re: “you can't / we don't “: there's a surprising amount that goes into other people's motivations behind their advice for other people. A lot of a person's identity is tied to our relationships with and comparison to other people, thus when other people change it upsets our own vision of ourselves. Advice, direction, demands and laws are instrinsically tied to the viewpoint of the person giving the advice, setting the direction, making the demands.
& Dummy buttons: completely agreed: “feel free to tell me how things will be improved, but don't taunt me with what doesn't work (and degrades what does work) every single time I use you.”
September 25th, 2008 at 18:23
Re: Maybe instead of “under-promise” it's just better not to promise
My motive is really just to push people to think big; sometimes bigger goals can be easier to achieve.
Re: “you can't / we don't “: there's a surprising amount that goes into other people's motivations behind their advice for other people. A lot of a person's identity is tied to our relationships with and comparison to other people, thus when other people change it upsets our own vision of ourselves. Advice, direction, demands and laws are instrinsically tied to the viewpoint of the person giving the advice, setting the direction, making the demands.
& Dummy buttons: completely agreed: “feel free to tell me how things will be improved, but don't taunt me with what doesn't work (and degrades what does work) every single time I use you.”
September 25th, 2008 at 18:23
Re: Maybe instead of “under-promise” it's just better not to promise
My motive is really just to push people to think big; sometimes bigger goals can be easier to achieve.
Re: “you can't / we don't “: there's a surprising amount that goes into other people's motivations behind their advice for other people. A lot of a person's identity is tied to our relationships with and comparison to other people, thus when other people change it upsets our own vision of ourselves. Advice, direction, demands and laws are instrinsically tied to the viewpoint of the person giving the advice, setting the direction, making the demands.
& Dummy buttons: completely agreed: “feel free to tell me how things will be improved, but don't taunt me with what doesn't work (and degrades what does work) every single time I use you.”
September 25th, 2008 at 18:23
Re: Maybe instead of “under-promise” it's just better not to promise
My motive is really just to push people to think big; sometimes bigger goals can be easier to achieve.
Re: “you can't / we don't “: there's a surprising amount that goes into other people's motivations behind their advice for other people. A lot of a person's identity is tied to our relationships with and comparison to other people, thus when other people change it upsets our own vision of ourselves. Advice, direction, demands and laws are instrinsically tied to the viewpoint of the person giving the advice, setting the direction, making the demands.
& Dummy buttons: completely agreed: “feel free to tell me how things will be improved, but don't taunt me with what doesn't work (and degrades what does work) every single time I use you.”
September 25th, 2008 at 18:23
Re: Maybe instead of “under-promise” it's just better not to promise
My motive is really just to push people to think big; sometimes bigger goals can be easier to achieve.
Re: “you can't / we don't “: there's a surprising amount that goes into other people's motivations behind their advice for other people. A lot of a person's identity is tied to our relationships with and comparison to other people, thus when other people change it upsets our own vision of ourselves. Advice, direction, demands and laws are instrinsically tied to the viewpoint of the person giving the advice, setting the direction, making the demands.
& Dummy buttons: completely agreed: “feel free to tell me how things will be improved, but don't taunt me with what doesn't work (and degrades what does work) every single time I use you.”
September 25th, 2008 at 18:23
Re: Maybe instead of “under-promise” it's just better not to promise
My motive is really just to push people to think big; sometimes bigger goals can be easier to achieve.
Re: “you can't / we don't “: there's a surprising amount that goes into other people's motivations behind their advice for other people. A lot of a person's identity is tied to our relationships with and comparison to other people, thus when other people change it upsets our own vision of ourselves. Advice, direction, demands and laws are instrinsically tied to the viewpoint of the person giving the advice, setting the direction, making the demands.
& Dummy buttons: completely agreed: “feel free to tell me how things will be improved, but don't taunt me with what doesn't work (and degrades what does work) every single time I use you.”
September 25th, 2008 at 18:23
Re: Maybe instead of “under-promise” it's just better not to promise
My motive is really just to push people to think big; sometimes bigger goals can be easier to achieve.
Re: “you can't / we don't “: there's a surprising amount that goes into other people's motivations behind their advice for other people. A lot of a person's identity is tied to our relationships with and comparison to other people, thus when other people change it upsets our own vision of ourselves. Advice, direction, demands and laws are instrinsically tied to the viewpoint of the person giving the advice, setting the direction, making the demands.
& Dummy buttons: completely agreed: “feel free to tell me how things will be improved, but don't taunt me with what doesn't work (and degrades what does work) every single time I use you.”
September 25th, 2008 at 18:23
Re: Maybe instead of “under-promise” it's just better not to promise
My motive is really just to push people to think big; sometimes bigger goals can be easier to achieve.
Re: “you can't / we don't “: there's a surprising amount that goes into other people's motivations behind their advice for other people. A lot of a person's identity is tied to our relationships with and comparison to other people, thus when other people change it upsets our own vision of ourselves. Advice, direction, demands and laws are instrinsically tied to the viewpoint of the person giving the advice, setting the direction, making the demands.
& Dummy buttons: completely agreed: “feel free to tell me how things will be improved, but don't taunt me with what doesn't work (and degrades what does work) every single time I use you.”
September 25th, 2008 at 18:23
Re: Maybe instead of “under-promise” it's just better not to promise
My motive is really just to push people to think big; sometimes bigger goals can be easier to achieve.
Re: “you can't / we don't “: there's a surprising amount that goes into other people's motivations behind their advice for other people. A lot of a person's identity is tied to our relationships with and comparison to other people, thus when other people change it upsets our own vision of ourselves. Advice, direction, demands and laws are instrinsically tied to the viewpoint of the person giving the advice, setting the direction, making the demands.
& Dummy buttons: completely agreed: “feel free to tell me how things will be improved, but don't taunt me with what doesn't work (and degrades what does work) every single time I use you.”
September 25th, 2008 at 18:23
Re: Maybe instead of “under-promise” it's just better not to promise
My motive is really just to push people to think big; sometimes bigger goals can be easier to achieve.
Re: “you can't / we don't “: there's a surprising amount that goes into other people's motivations behind their advice for other people. A lot of a person's identity is tied to our relationships with and comparison to other people, thus when other people change it upsets our own vision of ourselves. Advice, direction, demands and laws are instrinsically tied to the viewpoint of the person giving the advice, setting the direction, making the demands.
& Dummy buttons: completely agreed: “feel free to tell me how things will be improved, but don't taunt me with what doesn't work (and degrades what does work) every single time I use you.”
September 25th, 2008 at 18:23
Re: Maybe instead of “under-promise” it's just better not to promise
My motive is really just to push people to think big; sometimes bigger goals can be easier to achieve.
Re: “you can't / we don't “: there's a surprising amount that goes into other people's motivations behind their advice for other people. A lot of a person's identity is tied to our relationships with and comparison to other people, thus when other people change it upsets our own vision of ourselves. Advice, direction, demands and laws are instrinsically tied to the viewpoint of the person giving the advice, setting the direction, making the demands.
& Dummy buttons: completely agreed: “feel free to tell me how things will be improved, but don't taunt me with what doesn't work (and degrades what does work) every single time I use you.”
September 25th, 2008 at 18:23
Re: Maybe instead of “under-promise” it's just better not to promise
My motive is really just to push people to think big; sometimes bigger goals can be easier to achieve.
Re: “you can't / we don't “: there's a surprising amount that goes into other people's motivations behind their advice for other people. A lot of a person's identity is tied to our relationships with and comparison to other people, thus when other people change it upsets our own vision of ourselves. Advice, direction, demands and laws are instrinsically tied to the viewpoint of the person giving the advice, setting the direction, making the demands.
& Dummy buttons: completely agreed: “feel free to tell me how things will be improved, but don't taunt me with what doesn't work (and degrades what does work) every single time I use you.”
September 25th, 2008 at 18:23
Re: Maybe instead of “under-promise” it's just better not to promise
My motive is really just to push people to think big; sometimes bigger goals can be easier to achieve.
Re: “you can't / we don't “: there's a surprising amount that goes into other people's motivations behind their advice for other people. A lot of a person's identity is tied to our relationships with and comparison to other people, thus when other people change it upsets our own vision of ourselves. Advice, direction, demands and laws are instrinsically tied to the viewpoint of the person giving the advice, setting the direction, making the demands.
& Dummy buttons: completely agreed: “feel free to tell me how things will be improved, but don't taunt me with what doesn't work (and degrades what does work) every single time I use you.”
September 25th, 2008 at 23:03
#26: Stop progress because you're not sure if you're doing the right thing.
This one has gotten me more times than I can easily remember. If I had just DONE 1/10th the stuff I stopped because I lost faith in myself halfway through, I would be a millionaire by now. This is not hyperbole – in point of fact, there are 3 concrete examples where I stopped a million+ value project, based entirely on lack of self confidence, only to see someone else do the *exact* same thing and profit wildly from it. My lack of self confidence is my worst enemy.
September 25th, 2008 at 23:03
#26: Stop progress because you're not sure if you're doing the right thing.
This one has gotten me more times than I can easily remember. If I had just DONE 1/10th the stuff I stopped because I lost faith in myself halfway through, I would be a millionaire by now. This is not hyperbole – in point of fact, there are 3 concrete examples where I stopped a million+ value project, based entirely on lack of self confidence, only to see someone else do the *exact* same thing and profit wildly from it. My lack of self confidence is my worst enemy.
September 25th, 2008 at 23:03
#26: Stop progress because you're not sure if you're doing the right thing.
This one has gotten me more times than I can easily remember. If I had just DONE 1/10th the stuff I stopped because I lost faith in myself halfway through, I would be a millionaire by now. This is not hyperbole – in point of fact, there are 3 concrete examples where I stopped a million+ value project, based entirely on lack of self confidence, only to see someone else do the *exact* same thing and profit wildly from it. My lack of self confidence is my worst enemy.
September 25th, 2008 at 23:03
#26: Stop progress because you're not sure if you're doing the right thing.
This one has gotten me more times than I can easily remember. If I had just DONE 1/10th the stuff I stopped because I lost faith in myself halfway through, I would be a millionaire by now. This is not hyperbole – in point of fact, there are 3 concrete examples where I stopped a million+ value project, based entirely on lack of self confidence, only to see someone else do the *exact* same thing and profit wildly from it. My lack of self confidence is my worst enemy.
September 25th, 2008 at 23:03
#26: Stop progress because you're not sure if you're doing the right thing.
This one has gotten me more times than I can easily remember. If I had just DONE 1/10th the stuff I stopped because I lost faith in myself halfway through, I would be a millionaire by now. This is not hyperbole – in point of fact, there are 3 concrete examples where I stopped a million+ value project, based entirely on lack of self confidence, only to see someone else do the *exact* same thing and profit wildly from it. My lack of self confidence is my worst enemy.
September 25th, 2008 at 23:03
#26: Stop progress because you're not sure if you're doing the right thing.
This one has gotten me more times than I can easily remember. If I had just DONE 1/10th the stuff I stopped because I lost faith in myself halfway through, I would be a millionaire by now. This is not hyperbole – in point of fact, there are 3 concrete examples where I stopped a million+ value project, based entirely on lack of self confidence, only to see someone else do the *exact* same thing and profit wildly from it. My lack of self confidence is my worst enemy.
September 25th, 2008 at 23:03
#26: Stop progress because you're not sure if you're doing the right thing.
This one has gotten me more times than I can easily remember. If I had just DONE 1/10th the stuff I stopped because I lost faith in myself halfway through, I would be a millionaire by now. This is not hyperbole – in point of fact, there are 3 concrete examples where I stopped a million+ value project, based entirely on lack of self confidence, only to see someone else do the *exact* same thing and profit wildly from it. My lack of self confidence is my worst enemy.
September 25th, 2008 at 23:03
#26: Stop progress because you're not sure if you're doing the right thing.
This one has gotten me more times than I can easily remember. If I had just DONE 1/10th the stuff I stopped because I lost faith in myself halfway through, I would be a millionaire by now. This is not hyperbole – in point of fact, there are 3 concrete examples where I stopped a million+ value project, based entirely on lack of self confidence, only to see someone else do the *exact* same thing and profit wildly from it. My lack of self confidence is my worst enemy.
September 25th, 2008 at 23:03
#26: Stop progress because you're not sure if you're doing the right thing.
This one has gotten me more times than I can easily remember. If I had just DONE 1/10th the stuff I stopped because I lost faith in myself halfway through, I would be a millionaire by now. This is not hyperbole – in point of fact, there are 3 concrete examples where I stopped a million+ value project, based entirely on lack of self confidence, only to see someone else do the *exact* same thing and profit wildly from it. My lack of self confidence is my worst enemy.
September 25th, 2008 at 23:03
#26: Stop progress because you're not sure if you're doing the right thing.
This one has gotten me more times than I can easily remember. If I had just DONE 1/10th the stuff I stopped because I lost faith in myself halfway through, I would be a millionaire by now. This is not hyperbole – in point of fact, there are 3 concrete examples where I stopped a million+ value project, based entirely on lack of self confidence, only to see someone else do the *exact* same thing and profit wildly from it. My lack of self confidence is my worst enemy.
September 25th, 2008 at 23:03
#26: Stop progress because you're not sure if you're doing the right thing.
This one has gotten me more times than I can easily remember. If I had just DONE 1/10th the stuff I stopped because I lost faith in myself halfway through, I would be a millionaire by now. This is not hyperbole – in point of fact, there are 3 concrete examples where I stopped a million+ value project, based entirely on lack of self confidence, only to see someone else do the *exact* same thing and profit wildly from it. My lack of self confidence is my worst enemy.
September 25th, 2008 at 23:03
#26: Stop progress because you're not sure if you're doing the right thing.
This one has gotten me more times than I can easily remember. If I had just DONE 1/10th the stuff I stopped because I lost faith in myself halfway through, I would be a millionaire by now. This is not hyperbole – in point of fact, there are 3 concrete examples where I stopped a million+ value project, based entirely on lack of self confidence, only to see someone else do the *exact* same thing and profit wildly from it. My lack of self confidence is my worst enemy.
September 25th, 2008 at 23:03
#26: Stop progress because you're not sure if you're doing the right thing.
This one has gotten me more times than I can easily remember. If I had just DONE 1/10th the stuff I stopped because I lost faith in myself halfway through, I would be a millionaire by now. This is not hyperbole – in point of fact, there are 3 concrete examples where I stopped a million+ value project, based entirely on lack of self confidence, only to see someone else do the *exact* same thing and profit wildly from it. My lack of self confidence is my worst enemy.
September 25th, 2008 at 23:03
#26: Stop progress because you're not sure if you're doing the right thing.
This one has gotten me more times than I can easily remember. If I had just DONE 1/10th the stuff I stopped because I lost faith in myself halfway through, I would be a millionaire by now. This is not hyperbole – in point of fact, there are 3 concrete examples where I stopped a million+ value project, based entirely on lack of self confidence, only to see someone else do the *exact* same thing and profit wildly from it. My lack of self confidence is my worst enemy.
September 25th, 2008 at 23:03
#26: Stop progress because you're not sure if you're doing the right thing.
This one has gotten me more times than I can easily remember. If I had just DONE 1/10th the stuff I stopped because I lost faith in myself halfway through, I would be a millionaire by now. This is not hyperbole – in point of fact, there are 3 concrete examples where I stopped a million+ value project, based entirely on lack of self confidence, only to see someone else do the *exact* same thing and profit wildly from it. My lack of self confidence is my worst enemy.
September 25th, 2008 at 23:03
#26: Stop progress because you're not sure if you're doing the right thing.
This one has gotten me more times than I can easily remember. If I had just DONE 1/10th the stuff I stopped because I lost faith in myself halfway through, I would be a millionaire by now. This is not hyperbole – in point of fact, there are 3 concrete examples where I stopped a million+ value project, based entirely on lack of self confidence, only to see someone else do the *exact* same thing and profit wildly from it. My lack of self confidence is my worst enemy.
September 25th, 2008 at 23:03
#26: Stop progress because you're not sure if you're doing the right thing.
This one has gotten me more times than I can easily remember. If I had just DONE 1/10th the stuff I stopped because I lost faith in myself halfway through, I would be a millionaire by now. This is not hyperbole – in point of fact, there are 3 concrete examples where I stopped a million+ value project, based entirely on lack of self confidence, only to see someone else do the *exact* same thing and profit wildly from it. My lack of self confidence is my worst enemy.
September 25th, 2008 at 23:03
#26: Stop progress because you're not sure if you're doing the right thing.
This one has gotten me more times than I can easily remember. If I had just DONE 1/10th the stuff I stopped because I lost faith in myself halfway through, I would be a millionaire by now. This is not hyperbole – in point of fact, there are 3 concrete examples where I stopped a million+ value project, based entirely on lack of self confidence, only to see someone else do the *exact* same thing and profit wildly from it. My lack of self confidence is my worst enemy.
September 25th, 2008 at 23:03
#26: Stop progress because you're not sure if you're doing the right thing.
This one has gotten me more times than I can easily remember. If I had just DONE 1/10th the stuff I stopped because I lost faith in myself halfway through, I would be a millionaire by now. This is not hyperbole – in point of fact, there are 3 concrete examples where I stopped a million+ value project, based entirely on lack of self confidence, only to see someone else do the *exact* same thing and profit wildly from it. My lack of self confidence is my worst enemy.
September 25th, 2008 at 23:03
#26: Stop progress because you're not sure if you're doing the right thing.
This one has gotten me more times than I can easily remember. If I had just DONE 1/10th the stuff I stopped because I lost faith in myself halfway through, I would be a millionaire by now. This is not hyperbole – in point of fact, there are 3 concrete examples where I stopped a million+ value project, based entirely on lack of self confidence, only to see someone else do the *exact* same thing and profit wildly from it. My lack of self confidence is my worst enemy.
September 25th, 2008 at 23:03
#26: Stop progress because you're not sure if you're doing the right thing.
This one has gotten me more times than I can easily remember. If I had just DONE 1/10th the stuff I stopped because I lost faith in myself halfway through, I would be a millionaire by now. This is not hyperbole – in point of fact, there are 3 concrete examples where I stopped a million+ value project, based entirely on lack of self confidence, only to see someone else do the *exact* same thing and profit wildly from it. My lack of self confidence is my worst enemy.
September 25th, 2008 at 23:03
#26: Stop progress because you're not sure if you're doing the right thing.
This one has gotten me more times than I can easily remember. If I had just DONE 1/10th the stuff I stopped because I lost faith in myself halfway through, I would be a millionaire by now. This is not hyperbole – in point of fact, there are 3 concrete examples where I stopped a million+ value project, based entirely on lack of self confidence, only to see someone else do the *exact* same thing and profit wildly from it. My lack of self confidence is my worst enemy.
September 25th, 2008 at 23:03
#26: Stop progress because you're not sure if you're doing the right thing.
This one has gotten me more times than I can easily remember. If I had just DONE 1/10th the stuff I stopped because I lost faith in myself halfway through, I would be a millionaire by now. This is not hyperbole – in point of fact, there are 3 concrete examples where I stopped a million+ value project, based entirely on lack of self confidence, only to see someone else do the *exact* same thing and profit wildly from it. My lack of self confidence is my worst enemy.
September 25th, 2008 at 23:03
#26: Stop progress because you're not sure if you're doing the right thing.
This one has gotten me more times than I can easily remember. If I had just DONE 1/10th the stuff I stopped because I lost faith in myself halfway through, I would be a millionaire by now. This is not hyperbole – in point of fact, there are 3 concrete examples where I stopped a million+ value project, based entirely on lack of self confidence, only to see someone else do the *exact* same thing and profit wildly from it. My lack of self confidence is my worst enemy.
September 25th, 2008 at 23:03
#26: Stop progress because you're not sure if you're doing the right thing.
This one has gotten me more times than I can easily remember. If I had just DONE 1/10th the stuff I stopped because I lost faith in myself halfway through, I would be a millionaire by now. This is not hyperbole – in point of fact, there are 3 concrete examples where I stopped a million+ value project, based entirely on lack of self confidence, only to see someone else do the *exact* same thing and profit wildly from it. My lack of self confidence is my worst enemy.
September 25th, 2008 at 23:03
#26: Stop progress because you're not sure if you're doing the right thing.
This one has gotten me more times than I can easily remember. If I had just DONE 1/10th the stuff I stopped because I lost faith in myself halfway through, I would be a millionaire by now. This is not hyperbole – in point of fact, there are 3 concrete examples where I stopped a million+ value project, based entirely on lack of self confidence, only to see someone else do the *exact* same thing and profit wildly from it. My lack of self confidence is my worst enemy.
September 25th, 2008 at 23:03
#26: Stop progress because you're not sure if you're doing the right thing.
This one has gotten me more times than I can easily remember. If I had just DONE 1/10th the stuff I stopped because I lost faith in myself halfway through, I would be a millionaire by now. This is not hyperbole – in point of fact, there are 3 concrete examples where I stopped a million+ value project, based entirely on lack of self confidence, only to see someone else do the *exact* same thing and profit wildly from it. My lack of self confidence is my worst enemy.
September 25th, 2008 at 23:03
#26: Stop progress because you're not sure if you're doing the right thing.
This one has gotten me more times than I can easily remember. If I had just DONE 1/10th the stuff I stopped because I lost faith in myself halfway through, I would be a millionaire by now. This is not hyperbole – in point of fact, there are 3 concrete examples where I stopped a million+ value project, based entirely on lack of self confidence, only to see someone else do the *exact* same thing and profit wildly from it. My lack of self confidence is my worst enemy.
September 25th, 2008 at 23:03
#26: Stop progress because you're not sure if you're doing the right thing.
This one has gotten me more times than I can easily remember. If I had just DONE 1/10th the stuff I stopped because I lost faith in myself halfway through, I would be a millionaire by now. This is not hyperbole – in point of fact, there are 3 concrete examples where I stopped a million+ value project, based entirely on lack of self confidence, only to see someone else do the *exact* same thing and profit wildly from it. My lack of self confidence is my worst enemy.
September 25th, 2008 at 23:03
#26: Stop progress because you're not sure if you're doing the right thing.
This one has gotten me more times than I can easily remember. If I had just DONE 1/10th the stuff I stopped because I lost faith in myself halfway through, I would be a millionaire by now. This is not hyperbole – in point of fact, there are 3 concrete examples where I stopped a million+ value project, based entirely on lack of self confidence, only to see someone else do the *exact* same thing and profit wildly from it. My lack of self confidence is my worst enemy.
September 25th, 2008 at 23:03
#26: Stop progress because you're not sure if you're doing the right thing.
This one has gotten me more times than I can easily remember. If I had just DONE 1/10th the stuff I stopped because I lost faith in myself halfway through, I would be a millionaire by now. This is not hyperbole – in point of fact, there are 3 concrete examples where I stopped a million+ value project, based entirely on lack of self confidence, only to see someone else do the *exact* same thing and profit wildly from it. My lack of self confidence is my worst enemy.
September 25th, 2008 at 23:03
#26: Stop progress because you're not sure if you're doing the right thing.
This one has gotten me more times than I can easily remember. If I had just DONE 1/10th the stuff I stopped because I lost faith in myself halfway through, I would be a millionaire by now. This is not hyperbole – in point of fact, there are 3 concrete examples where I stopped a million+ value project, based entirely on lack of self confidence, only to see someone else do the *exact* same thing and profit wildly from it. My lack of self confidence is my worst enemy.
September 25th, 2008 at 23:03
#26: Stop progress because you're not sure if you're doing the right thing.
This one has gotten me more times than I can easily remember. If I had just DONE 1/10th the stuff I stopped because I lost faith in myself halfway through, I would be a millionaire by now. This is not hyperbole – in point of fact, there are 3 concrete examples where I stopped a million+ value project, based entirely on lack of self confidence, only to see someone else do the *exact* same thing and profit wildly from it. My lack of self confidence is my worst enemy.
September 25th, 2008 at 23:03
#26: Stop progress because you're not sure if you're doing the right thing.
This one has gotten me more times than I can easily remember. If I had just DONE 1/10th the stuff I stopped because I lost faith in myself halfway through, I would be a millionaire by now. This is not hyperbole – in point of fact, there are 3 concrete examples where I stopped a million+ value project, based entirely on lack of self confidence, only to see someone else do the *exact* same thing and profit wildly from it. My lack of self confidence is my worst enemy.
September 29th, 2008 at 01:01
[...] Unstructured Thoughts by Taylor Davidson » Archive » How to Fail: 25 Secrets Learned through Failu… Let’s be clear: this is intended to be an assessment of the 25 most important lessons I have learned through failure, not a comprehensive analysis of all the reasons entrepreneurs and startups fail (and trust me, this is the shortened version: I’ve learned more than 25). [...]
September 30th, 2008 at 19:51
Excellent stuff, Taylor. Reflecting back on my career, I've been most guilty of 2, 22, and 24; interestingly enough, 24 can cause 22, which can cause 2. Hm, pattern?
Yeesh. It's all too simple to focus on swerving around a sea of smaller roadblocks and miss and exit to a 4-lane highway.
September 30th, 2008 at 19:51
Excellent stuff, Taylor. Reflecting back on my career, I've been most guilty of 2, 22, and 24; interestingly enough, 24 can cause 22, which can cause 2. Hm, pattern?
Yeesh. It's all too simple to focus on swerving around a sea of smaller roadblocks and miss and exit to a 4-lane highway.
September 30th, 2008 at 19:51
Excellent stuff, Taylor. Reflecting back on my career, I've been most guilty of 2, 22, and 24; interestingly enough, 24 can cause 22, which can cause 2. Hm, pattern?
Yeesh. It's all too simple to focus on swerving around a sea of smaller roadblocks and miss and exit to a 4-lane highway.
September 30th, 2008 at 19:51
Excellent stuff, Taylor. Reflecting back on my career, I've been most guilty of 2, 22, and 24; interestingly enough, 24 can cause 22, which can cause 2. Hm, pattern?
Yeesh. It's all too simple to focus on swerving around a sea of smaller roadblocks and miss and exit to a 4-lane highway.
September 30th, 2008 at 19:51
Excellent stuff, Taylor. Reflecting back on my career, I've been most guilty of 2, 22, and 24; interestingly enough, 24 can cause 22, which can cause 2. Hm, pattern?
Yeesh. It's all too simple to focus on swerving around a sea of smaller roadblocks and miss and exit to a 4-lane highway.
September 30th, 2008 at 19:51
Excellent stuff, Taylor. Reflecting back on my career, I've been most guilty of 2, 22, and 24; interestingly enough, 24 can cause 22, which can cause 2. Hm, pattern?
Yeesh. It's all too simple to focus on swerving around a sea of smaller roadblocks and miss and exit to a 4-lane highway.
September 30th, 2008 at 19:51
Excellent stuff, Taylor. Reflecting back on my career, I've been most guilty of 2, 22, and 24; interestingly enough, 24 can cause 22, which can cause 2. Hm, pattern?
Yeesh. It's all too simple to focus on swerving around a sea of smaller roadblocks and miss and exit to a 4-lane highway.
September 30th, 2008 at 19:51
Excellent stuff, Taylor. Reflecting back on my career, I've been most guilty of 2, 22, and 24; interestingly enough, 24 can cause 22, which can cause 2. Hm, pattern?
Yeesh. It's all too simple to focus on swerving around a sea of smaller roadblocks and miss and exit to a 4-lane highway.
September 30th, 2008 at 19:51
Excellent stuff, Taylor. Reflecting back on my career, I've been most guilty of 2, 22, and 24; interestingly enough, 24 can cause 22, which can cause 2. Hm, pattern?
Yeesh. It's all too simple to focus on swerving around a sea of smaller roadblocks and miss and exit to a 4-lane highway.
September 30th, 2008 at 19:51
Excellent stuff, Taylor. Reflecting back on my career, I've been most guilty of 2, 22, and 24; interestingly enough, 24 can cause 22, which can cause 2. Hm, pattern?
Yeesh. It's all too simple to focus on swerving around a sea of smaller roadblocks and miss and exit to a 4-lane highway.
September 30th, 2008 at 19:51
Excellent stuff, Taylor. Reflecting back on my career, I've been most guilty of 2, 22, and 24; interestingly enough, 24 can cause 22, which can cause 2. Hm, pattern?
Yeesh. It's all too simple to focus on swerving around a sea of smaller roadblocks and miss and exit to a 4-lane highway.
September 30th, 2008 at 19:51
Excellent stuff, Taylor. Reflecting back on my career, I've been most guilty of 2, 22, and 24; interestingly enough, 24 can cause 22, which can cause 2. Hm, pattern?
Yeesh. It's all too simple to focus on swerving around a sea of smaller roadblocks and miss and exit to a 4-lane highway.
September 30th, 2008 at 19:51
Excellent stuff, Taylor. Reflecting back on my career, I've been most guilty of 2, 22, and 24; interestingly enough, 24 can cause 22, which can cause 2. Hm, pattern?
Yeesh. It's all too simple to focus on swerving around a sea of smaller roadblocks and miss and exit to a 4-lane highway.
September 30th, 2008 at 19:51
Excellent stuff, Taylor. Reflecting back on my career, I've been most guilty of 2, 22, and 24; interestingly enough, 24 can cause 22, which can cause 2. Hm, pattern?
Yeesh. It's all too simple to focus on swerving around a sea of smaller roadblocks and miss and exit to a 4-lane highway.
September 30th, 2008 at 19:51
Excellent stuff, Taylor. Reflecting back on my career, I've been most guilty of 2, 22, and 24; interestingly enough, 24 can cause 22, which can cause 2. Hm, pattern?
Yeesh. It's all too simple to focus on swerving around a sea of smaller roadblocks and miss and exit to a 4-lane highway.
September 30th, 2008 at 19:51
Excellent stuff, Taylor. Reflecting back on my career, I've been most guilty of 2, 22, and 24; interestingly enough, 24 can cause 22, which can cause 2. Hm, pattern?
Yeesh. It's all too simple to focus on swerving around a sea of smaller roadblocks and miss and exit to a 4-lane highway.
September 30th, 2008 at 19:51
Excellent stuff, Taylor. Reflecting back on my career, I've been most guilty of 2, 22, and 24; interestingly enough, 24 can cause 22, which can cause 2. Hm, pattern?
Yeesh. It's all too simple to focus on swerving around a sea of smaller roadblocks and miss and exit to a 4-lane highway.
September 30th, 2008 at 19:51
Excellent stuff, Taylor. Reflecting back on my career, I've been most guilty of 2, 22, and 24; interestingly enough, 24 can cause 22, which can cause 2. Hm, pattern?
Yeesh. It's all too simple to focus on swerving around a sea of smaller roadblocks and miss and exit to a 4-lane highway.
September 30th, 2008 at 19:51
Excellent stuff, Taylor. Reflecting back on my career, I've been most guilty of 2, 22, and 24; interestingly enough, 24 can cause 22, which can cause 2. Hm, pattern?
Yeesh. It's all too simple to focus on swerving around a sea of smaller roadblocks and miss and exit to a 4-lane highway.
September 30th, 2008 at 19:51
Excellent stuff, Taylor. Reflecting back on my career, I've been most guilty of 2, 22, and 24; interestingly enough, 24 can cause 22, which can cause 2. Hm, pattern?
Yeesh. It's all too simple to focus on swerving around a sea of smaller roadblocks and miss and exit to a 4-lane highway.
September 30th, 2008 at 19:51
Excellent stuff, Taylor. Reflecting back on my career, I've been most guilty of 2, 22, and 24; interestingly enough, 24 can cause 22, which can cause 2. Hm, pattern?
Yeesh. It's all too simple to focus on swerving around a sea of smaller roadblocks and miss and exit to a 4-lane highway.
September 30th, 2008 at 19:51
Excellent stuff, Taylor. Reflecting back on my career, I've been most guilty of 2, 22, and 24; interestingly enough, 24 can cause 22, which can cause 2. Hm, pattern?
Yeesh. It's all too simple to focus on swerving around a sea of smaller roadblocks and miss and exit to a 4-lane highway.
September 30th, 2008 at 19:51
Excellent stuff, Taylor. Reflecting back on my career, I've been most guilty of 2, 22, and 24; interestingly enough, 24 can cause 22, which can cause 2. Hm, pattern?
Yeesh. It's all too simple to focus on swerving around a sea of smaller roadblocks and miss and exit to a 4-lane highway.
September 30th, 2008 at 19:51
Excellent stuff, Taylor. Reflecting back on my career, I've been most guilty of 2, 22, and 24; interestingly enough, 24 can cause 22, which can cause 2. Hm, pattern?
Yeesh. It's all too simple to focus on swerving around a sea of smaller roadblocks and miss and exit to a 4-lane highway.
September 30th, 2008 at 19:51
Excellent stuff, Taylor. Reflecting back on my career, I've been most guilty of 2, 22, and 24; interestingly enough, 24 can cause 22, which can cause 2. Hm, pattern?
Yeesh. It's all too simple to focus on swerving around a sea of smaller roadblocks and miss and exit to a 4-lane highway.
September 30th, 2008 at 19:51
Excellent stuff, Taylor. Reflecting back on my career, I've been most guilty of 2, 22, and 24; interestingly enough, 24 can cause 22, which can cause 2. Hm, pattern?
Yeesh. It's all too simple to focus on swerving around a sea of smaller roadblocks and miss and exit to a 4-lane highway.
September 30th, 2008 at 19:51
Excellent stuff, Taylor. Reflecting back on my career, I've been most guilty of 2, 22, and 24; interestingly enough, 24 can cause 22, which can cause 2. Hm, pattern?
Yeesh. It's all too simple to focus on swerving around a sea of smaller roadblocks and miss and exit to a 4-lane highway.
September 30th, 2008 at 19:51
Excellent stuff, Taylor. Reflecting back on my career, I've been most guilty of 2, 22, and 24; interestingly enough, 24 can cause 22, which can cause 2. Hm, pattern?
Yeesh. It's all too simple to focus on swerving around a sea of smaller roadblocks and miss and exit to a 4-lane highway.
September 30th, 2008 at 19:51
Excellent stuff, Taylor. Reflecting back on my career, I've been most guilty of 2, 22, and 24; interestingly enough, 24 can cause 22, which can cause 2. Hm, pattern?
Yeesh. It's all too simple to focus on swerving around a sea of smaller roadblocks and miss and exit to a 4-lane highway.
September 30th, 2008 at 19:51
Excellent stuff, Taylor. Reflecting back on my career, I've been most guilty of 2, 22, and 24; interestingly enough, 24 can cause 22, which can cause 2. Hm, pattern?
Yeesh. It's all too simple to focus on swerving around a sea of smaller roadblocks and miss and exit to a 4-lane highway.
September 30th, 2008 at 19:51
Excellent stuff, Taylor. Reflecting back on my career, I've been most guilty of 2, 22, and 24; interestingly enough, 24 can cause 22, which can cause 2. Hm, pattern?
Yeesh. It's all too simple to focus on swerving around a sea of smaller roadblocks and miss and exit to a 4-lane highway.
September 30th, 2008 at 19:51
Excellent stuff, Taylor. Reflecting back on my career, I've been most guilty of 2, 22, and 24; interestingly enough, 24 can cause 22, which can cause 2. Hm, pattern?
Yeesh. It's all too simple to focus on swerving around a sea of smaller roadblocks and miss and exit to a 4-lane highway.
September 30th, 2008 at 19:51
Excellent stuff, Taylor. Reflecting back on my career, I've been most guilty of 2, 22, and 24; interestingly enough, 24 can cause 22, which can cause 2. Hm, pattern?
Yeesh. It's all too simple to focus on swerving around a sea of smaller roadblocks and miss and exit to a 4-lane highway.
September 30th, 2008 at 19:51
Excellent stuff, Taylor. Reflecting back on my career, I've been most guilty of 2, 22, and 24; interestingly enough, 24 can cause 22, which can cause 2. Hm, pattern?
Yeesh. It's all too simple to focus on swerving around a sea of smaller roadblocks and miss and exit to a 4-lane highway.
September 30th, 2008 at 19:59
Pushing forward through the tough patches can be really, really tough; and the hardest part is knowing who and what to listen to (#14?).
Most of my mistakes are when I don't listen to my gut, don't do what I preach and take too long to decide…
September 30th, 2008 at 19:59
Pushing forward through the tough patches can be really, really tough; and the hardest part is knowing who and what to listen to (#14?).
Most of my mistakes are when I don't listen to my gut, don't do what I preach and take too long to decide…
September 30th, 2008 at 19:59
Pushing forward through the tough patches can be really, really tough; and the hardest part is knowing who and what to listen to (#14?).
Most of my mistakes are when I don't listen to my gut, don't do what I preach and take too long to decide…
September 30th, 2008 at 19:59
Pushing forward through the tough patches can be really, really tough; and the hardest part is knowing who and what to listen to (#14?).
Most of my mistakes are when I don't listen to my gut, don't do what I preach and take too long to decide…
September 30th, 2008 at 19:59
Pushing forward through the tough patches can be really, really tough; and the hardest part is knowing who and what to listen to (#14?).
Most of my mistakes are when I don't listen to my gut, don't do what I preach and take too long to decide…
September 30th, 2008 at 19:59
Pushing forward through the tough patches can be really, really tough; and the hardest part is knowing who and what to listen to (#14?).
Most of my mistakes are when I don't listen to my gut, don't do what I preach and take too long to decide…
September 30th, 2008 at 19:59
Pushing forward through the tough patches can be really, really tough; and the hardest part is knowing who and what to listen to (#14?).
Most of my mistakes are when I don't listen to my gut, don't do what I preach and take too long to decide…
September 30th, 2008 at 19:59
Pushing forward through the tough patches can be really, really tough; and the hardest part is knowing who and what to listen to (#14?).
Most of my mistakes are when I don't listen to my gut, don't do what I preach and take too long to decide…
September 30th, 2008 at 19:59
Pushing forward through the tough patches can be really, really tough; and the hardest part is knowing who and what to listen to (#14?).
Most of my mistakes are when I don't listen to my gut, don't do what I preach and take too long to decide…
September 30th, 2008 at 19:59
Pushing forward through the tough patches can be really, really tough; and the hardest part is knowing who and what to listen to (#14?).
Most of my mistakes are when I don't listen to my gut, don't do what I preach and take too long to decide…
September 30th, 2008 at 19:59
Pushing forward through the tough patches can be really, really tough; and the hardest part is knowing who and what to listen to (#14?).
Most of my mistakes are when I don't listen to my gut, don't do what I preach and take too long to decide…
September 30th, 2008 at 19:59
Pushing forward through the tough patches can be really, really tough; and the hardest part is knowing who and what to listen to (#14?).
Most of my mistakes are when I don't listen to my gut, don't do what I preach and take too long to decide…
September 30th, 2008 at 19:59
Pushing forward through the tough patches can be really, really tough; and the hardest part is knowing who and what to listen to (#14?).
Most of my mistakes are when I don't listen to my gut, don't do what I preach and take too long to decide…
September 30th, 2008 at 19:59
Pushing forward through the tough patches can be really, really tough; and the hardest part is knowing who and what to listen to (#14?).
Most of my mistakes are when I don't listen to my gut, don't do what I preach and take too long to decide…
September 30th, 2008 at 19:59
Pushing forward through the tough patches can be really, really tough; and the hardest part is knowing who and what to listen to (#14?).
Most of my mistakes are when I don't listen to my gut, don't do what I preach and take too long to decide…
September 30th, 2008 at 19:59
Pushing forward through the tough patches can be really, really tough; and the hardest part is knowing who and what to listen to (#14?).
Most of my mistakes are when I don't listen to my gut, don't do what I preach and take too long to decide…
September 30th, 2008 at 19:59
Pushing forward through the tough patches can be really, really tough; and the hardest part is knowing who and what to listen to (#14?).
Most of my mistakes are when I don't listen to my gut, don't do what I preach and take too long to decide…
September 30th, 2008 at 19:59
Pushing forward through the tough patches can be really, really tough; and the hardest part is knowing who and what to listen to (#14?).
Most of my mistakes are when I don't listen to my gut, don't do what I preach and take too long to decide…
September 30th, 2008 at 19:59
Pushing forward through the tough patches can be really, really tough; and the hardest part is knowing who and what to listen to (#14?).
Most of my mistakes are when I don't listen to my gut, don't do what I preach and take too long to decide…
September 30th, 2008 at 19:59
Pushing forward through the tough patches can be really, really tough; and the hardest part is knowing who and what to listen to (#14?).
Most of my mistakes are when I don't listen to my gut, don't do what I preach and take too long to decide…
September 30th, 2008 at 19:59
Pushing forward through the tough patches can be really, really tough; and the hardest part is knowing who and what to listen to (#14?).
Most of my mistakes are when I don't listen to my gut, don't do what I preach and take too long to decide…
September 30th, 2008 at 19:59
Pushing forward through the tough patches can be really, really tough; and the hardest part is knowing who and what to listen to (#14?).
Most of my mistakes are when I don't listen to my gut, don't do what I preach and take too long to decide…
September 30th, 2008 at 19:59
Pushing forward through the tough patches can be really, really tough; and the hardest part is knowing who and what to listen to (#14?).
Most of my mistakes are when I don't listen to my gut, don't do what I preach and take too long to decide…
September 30th, 2008 at 19:59
Pushing forward through the tough patches can be really, really tough; and the hardest part is knowing who and what to listen to (#14?).
Most of my mistakes are when I don't listen to my gut, don't do what I preach and take too long to decide…
September 30th, 2008 at 19:59
Pushing forward through the tough patches can be really, really tough; and the hardest part is knowing who and what to listen to (#14?).
Most of my mistakes are when I don't listen to my gut, don't do what I preach and take too long to decide…
September 30th, 2008 at 19:59
Pushing forward through the tough patches can be really, really tough; and the hardest part is knowing who and what to listen to (#14?).
Most of my mistakes are when I don't listen to my gut, don't do what I preach and take too long to decide…
September 30th, 2008 at 19:59
Pushing forward through the tough patches can be really, really tough; and the hardest part is knowing who and what to listen to (#14?).
Most of my mistakes are when I don't listen to my gut, don't do what I preach and take too long to decide…
September 30th, 2008 at 19:59
Pushing forward through the tough patches can be really, really tough; and the hardest part is knowing who and what to listen to (#14?).
Most of my mistakes are when I don't listen to my gut, don't do what I preach and take too long to decide…
September 30th, 2008 at 19:59
Pushing forward through the tough patches can be really, really tough; and the hardest part is knowing who and what to listen to (#14?).
Most of my mistakes are when I don't listen to my gut, don't do what I preach and take too long to decide…
September 30th, 2008 at 19:59
Pushing forward through the tough patches can be really, really tough; and the hardest part is knowing who and what to listen to (#14?).
Most of my mistakes are when I don't listen to my gut, don't do what I preach and take too long to decide…
September 30th, 2008 at 19:59
Pushing forward through the tough patches can be really, really tough; and the hardest part is knowing who and what to listen to (#14?).
Most of my mistakes are when I don't listen to my gut, don't do what I preach and take too long to decide…
September 30th, 2008 at 19:59
Pushing forward through the tough patches can be really, really tough; and the hardest part is knowing who and what to listen to (#14?).
Most of my mistakes are when I don't listen to my gut, don't do what I preach and take too long to decide…
September 30th, 2008 at 19:59
Pushing forward through the tough patches can be really, really tough; and the hardest part is knowing who and what to listen to (#14?).
Most of my mistakes are when I don't listen to my gut, don't do what I preach and take too long to decide…
September 30th, 2008 at 19:59
Pushing forward through the tough patches can be really, really tough; and the hardest part is knowing who and what to listen to (#14?).
Most of my mistakes are when I don't listen to my gut, don't do what I preach and take too long to decide…
September 30th, 2008 at 20:01
#24 and #22 you can get over; #2 is a killer.
… I can help you get over #22 and #24: just ask
September 30th, 2008 at 20:01
#24 and #22 you can get over; #2 is a killer.
… I can help you get over #22 and #24 (and #2, for that matter): just ask
September 30th, 2008 at 20:01
#24 and #22 you can get over; #2 is a killer.
… I can help you get over #22 and #24 (and #2, for that matter): just ask
September 30th, 2008 at 20:01
#24 and #22 you can get over; #2 is a killer.
… I can help you get over #22 and #24 (and #2, for that matter): just ask
September 30th, 2008 at 20:01
#24 and #22 you can get over; #2 is a killer.
… I can help you get over #22 and #24 (and #2, for that matter): just ask
September 30th, 2008 at 20:01
#24 and #22 you can get over; #2 is a killer.
… I can help you get over #22 and #24 (and #2, for that matter): just ask
September 30th, 2008 at 20:01
#24 and #22 you can get over; #2 is a killer.
… I can help you get over #22 and #24 (and #2, for that matter): just ask
September 30th, 2008 at 20:01
#24 and #22 you can get over; #2 is a killer.
… I can help you get over #22 and #24 (and #2, for that matter): just ask
September 30th, 2008 at 20:01
#24 and #22 you can get over; #2 is a killer.
… I can help you get over #22 and #24 (and #2, for that matter): just ask
September 30th, 2008 at 20:01
#24 and #22 you can get over; #2 is a killer.
… I can help you get over #22 and #24 (and #2, for that matter): just ask
September 30th, 2008 at 20:01
#24 and #22 you can get over; #2 is a killer.
… I can help you get over #22 and #24 (and #2, for that matter): just ask
September 30th, 2008 at 20:01
#24 and #22 you can get over; #2 is a killer.
… I can help you get over #22 and #24 (and #2, for that matter): just ask
September 30th, 2008 at 20:01
#24 and #22 you can get over; #2 is a killer.
… I can help you get over #22 and #24 (and #2, for that matter): just ask
September 30th, 2008 at 20:01
#24 and #22 you can get over; #2 is a killer.
… I can help you get over #22 and #24 (and #2, for that matter): just ask
September 30th, 2008 at 20:01
#24 and #22 you can get over; #2 is a killer.
… I can help you get over #22 and #24 (and #2, for that matter): just ask
September 30th, 2008 at 20:01
#24 and #22 you can get over; #2 is a killer.
… I can help you get over #22 and #24 (and #2, for that matter): just ask
September 30th, 2008 at 20:01
#24 and #22 you can get over; #2 is a killer.
… I can help you get over #22 and #24 (and #2, for that matter): just ask
September 30th, 2008 at 20:01
#24 and #22 you can get over; #2 is a killer.
… I can help you get over #22 and #24 (and #2, for that matter): just ask
September 30th, 2008 at 20:01
#24 and #22 you can get over; #2 is a killer.
… I can help you get over #22 and #24 (and #2, for that matter): just ask
September 30th, 2008 at 20:01
#24 and #22 you can get over; #2 is a killer.
… I can help you get over #22 and #24 (and #2, for that matter): just ask
September 30th, 2008 at 20:01
#24 and #22 you can get over; #2 is a killer.
… I can help you get over #22 and #24 (and #2, for that matter): just ask
September 30th, 2008 at 20:01
#24 and #22 you can get over; #2 is a killer.
… I can help you get over #22 and #24 (and #2, for that matter): just ask
September 30th, 2008 at 20:01
#24 and #22 you can get over; #2 is a killer.
… I can help you get over #22 and #24 (and #2, for that matter): just ask
September 30th, 2008 at 20:01
#24 and #22 you can get over; #2 is a killer.
… I can help you get over #22 and #24 (and #2, for that matter): just ask
September 30th, 2008 at 20:01
#24 and #22 you can get over; #2 is a killer.
… I can help you get over #22 and #24 (and #2, for that matter): just ask
September 30th, 2008 at 20:01
#24 and #22 you can get over; #2 is a killer.
… I can help you get over #22 and #24 (and #2, for that matter): just ask
September 30th, 2008 at 20:01
#24 and #22 you can get over; #2 is a killer.
… I can help you get over #22 and #24 (and #2, for that matter): just ask
September 30th, 2008 at 20:01
#24 and #22 you can get over; #2 is a killer.
… I can help you get over #22 and #24 (and #2, for that matter): just ask
September 30th, 2008 at 20:01
#24 and #22 you can get over; #2 is a killer.
… I can help you get over #22 and #24 (and #2, for that matter): just ask
September 30th, 2008 at 20:01
#24 and #22 you can get over; #2 is a killer.
… I can help you get over #22 and #24 (and #2, for that matter): just ask
September 30th, 2008 at 20:01
#24 and #22 you can get over; #2 is a killer.
… I can help you get over #22 and #24 (and #2, for that matter): just ask
September 30th, 2008 at 20:01
#24 and #22 you can get over; #2 is a killer.
… I can help you get over #22 and #24 (and #2, for that matter): just ask
September 30th, 2008 at 20:01
#24 and #22 you can get over; #2 is a killer.
… I can help you get over #22 and #24 (and #2, for that matter): just ask
September 30th, 2008 at 20:01
#24 and #22 you can get over; #2 is a killer.
… I can help you get over #22 and #24 (and #2, for that matter): just ask
October 1st, 2008 at 10:40
Do startups fail because they let data make the decisions? Most startups I know operate in the land of zero (or very little data) and consequently zero visibility.
If anything they fall on the other side of the spectrum, believing their intuition is better than data.
October 1st, 2008 at 10:40
Do startups fail because they let data make the decisions? Most startups I know operate in the land of zero (or very little data) and consequently zero visibility.
If anything they fall on the other side of the spectrum, believing their intuition is better than data.
October 1st, 2008 at 10:40
Do startups fail because they let data make the decisions? Most startups I know operate in the land of zero (or very little data) and consequently zero visibility.
If anything they fall on the other side of the spectrum, believing their intuition is better than data.
October 1st, 2008 at 10:40
Do startups fail because they let data make the decisions? Most startups I know operate in the land of zero (or very little data) and consequently zero visibility.
If anything they fall on the other side of the spectrum, believing their intuition is better than data.
October 1st, 2008 at 10:40
Do startups fail because they let data make the decisions? Most startups I know operate in the land of zero (or very little data) and consequently zero visibility.
If anything they fall on the other side of the spectrum, believing their intuition is better than data.
October 1st, 2008 at 10:40
Do startups fail because they let data make the decisions? Most startups I know operate in the land of zero (or very little data) and consequently zero visibility.
If anything they fall on the other side of the spectrum, believing their intuition is better than data.
October 1st, 2008 at 10:40
Do startups fail because they let data make the decisions? Most startups I know operate in the land of zero (or very little data) and consequently zero visibility.
If anything they fall on the other side of the spectrum, believing their intuition is better than data.
October 1st, 2008 at 10:40
Do startups fail because they let data make the decisions? Most startups I know operate in the land of zero (or very little data) and consequently zero visibility.
If anything they fall on the other side of the spectrum, believing their intuition is better than data.
October 1st, 2008 at 10:40
Do startups fail because they let data make the decisions? Most startups I know operate in the land of zero (or very little data) and consequently zero visibility.
If anything they fall on the other side of the spectrum, believing their intuition is better than data.
October 1st, 2008 at 10:40
Do startups fail because they let data make the decisions? Most startups I know operate in the land of zero (or very little data) and consequently zero visibility.
If anything they fall on the other side of the spectrum, believing their intuition is better than data.
October 1st, 2008 at 10:40
Do startups fail because they let data make the decisions? Most startups I know operate in the land of zero (or very little data) and consequently zero visibility.
If anything they fall on the other side of the spectrum, believing their intuition is better than data.
October 1st, 2008 at 10:40
Do startups fail because they let data make the decisions? Most startups I know operate in the land of zero (or very little data) and consequently zero visibility.
If anything they fall on the other side of the spectrum, believing their intuition is better than data.
October 1st, 2008 at 10:40
Do startups fail because they let data make the decisions? Most startups I know operate in the land of zero (or very little data) and consequently zero visibility.
If anything they fall on the other side of the spectrum, believing their intuition is better than data.
October 1st, 2008 at 10:40
Do startups fail because they let data make the decisions? Most startups I know operate in the land of zero (or very little data) and consequently zero visibility.
If anything they fall on the other side of the spectrum, believing their intuition is better than data.
October 1st, 2008 at 10:40
Do startups fail because they let data make the decisions? Most startups I know operate in the land of zero (or very little data) and consequently zero visibility.
If anything they fall on the other side of the spectrum, believing their intuition is better than data.
October 1st, 2008 at 10:40
Do startups fail because they let data make the decisions? Most startups I know operate in the land of zero (or very little data) and consequently zero visibility.
If anything they fall on the other side of the spectrum, believing their intuition is better than data.
October 1st, 2008 at 10:40
Do startups fail because they let data make the decisions? Most startups I know operate in the land of zero (or very little data) and consequently zero visibility.
If anything they fall on the other side of the spectrum, believing their intuition is better than data.
October 1st, 2008 at 10:40
Do startups fail because they let data make the decisions? Most startups I know operate in the land of zero (or very little data) and consequently zero visibility.
If anything they fall on the other side of the spectrum, believing their intuition is better than data.
October 1st, 2008 at 10:40
Do startups fail because they let data make the decisions? Most startups I know operate in the land of zero (or very little data) and consequently zero visibility.
If anything they fall on the other side of the spectrum, believing their intuition is better than data.
October 1st, 2008 at 10:40
Do startups fail because they let data make the decisions? Most startups I know operate in the land of zero (or very little data) and consequently zero visibility.
If anything they fall on the other side of the spectrum, believing their intuition is better than data.
October 1st, 2008 at 10:40
Do startups fail because they let data make the decisions? Most startups I know operate in the land of zero (or very little data) and consequently zero visibility.
If anything they fall on the other side of the spectrum, believing their intuition is better than data.
October 1st, 2008 at 10:40
Do startups fail because they let data make the decisions? Most startups I know operate in the land of zero (or very little data) and consequently zero visibility.
If anything they fall on the other side of the spectrum, believing their intuition is better than data.
October 1st, 2008 at 10:40
Do startups fail because they let data make the decisions? Most startups I know operate in the land of zero (or very little data) and consequently zero visibility.
If anything they fall on the other side of the spectrum, believing their intuition is better than data.
October 1st, 2008 at 10:40
Do startups fail because they let data make the decisions? Most startups I know operate in the land of zero (or very little data) and consequently zero visibility.
If anything they fall on the other side of the spectrum, believing their intuition is better than data.
October 1st, 2008 at 10:40
Do startups fail because they let data make the decisions? Most startups I know operate in the land of zero (or very little data) and consequently zero visibility.
If anything they fall on the other side of the spectrum, believing their intuition is better than data.
October 1st, 2008 at 10:40
Do startups fail because they let data make the decisions? Most startups I know operate in the land of zero (or very little data) and consequently zero visibility.
If anything they fall on the other side of the spectrum, believing their intuition is better than data.
October 1st, 2008 at 10:40
Do startups fail because they let data make the decisions? Most startups I know operate in the land of zero (or very little data) and consequently zero visibility.
If anything they fall on the other side of the spectrum, believing their intuition is better than data.
October 1st, 2008 at 10:40
Do startups fail because they let data make the decisions? Most startups I know operate in the land of zero (or very little data) and consequently zero visibility.
If anything they fall on the other side of the spectrum, believing their intuition is better than data.
October 1st, 2008 at 10:40
Do startups fail because they let data make the decisions? Most startups I know operate in the land of zero (or very little data) and consequently zero visibility.
If anything they fall on the other side of the spectrum, believing their intuition is better than data.
October 1st, 2008 at 10:40
Do startups fail because they let data make the decisions? Most startups I know operate in the land of zero (or very little data) and consequently zero visibility.
If anything they fall on the other side of the spectrum, believing their intuition is better than data.
October 1st, 2008 at 10:40
Do startups fail because they let data make the decisions? Most startups I know operate in the land of zero (or very little data) and consequently zero visibility.
If anything they fall on the other side of the spectrum, believing their intuition is better than data.
October 1st, 2008 at 10:40
Do startups fail because they let data make the decisions? Most startups I know operate in the land of zero (or very little data) and consequently zero visibility.
If anything they fall on the other side of the spectrum, believing their intuition is better than data.
October 1st, 2008 at 10:40
Do startups fail because they let data make the decisions? Most startups I know operate in the land of zero (or very little data) and consequently zero visibility.
If anything they fall on the other side of the spectrum, believing their intuition is better than data.
October 1st, 2008 at 10:40
Do startups fail because they let data make the decisions? Most startups I know operate in the land of zero (or very little data) and consequently zero visibility.
If anything they fall on the other side of the spectrum, believing their intuition is better than data.
October 1st, 2008 at 11:36
There is wisdom here, thanks.
October 1st, 2008 at 11:36
There is wisdom here, thanks.
October 1st, 2008 at 11:36
There is wisdom here, thanks.
October 1st, 2008 at 11:36
There is wisdom here, thanks.
October 1st, 2008 at 11:36
There is wisdom here, thanks.
October 1st, 2008 at 11:36
There is wisdom here, thanks.
October 1st, 2008 at 11:36
There is wisdom here, thanks.
October 1st, 2008 at 11:36
There is wisdom here, thanks.
October 1st, 2008 at 11:36
There is wisdom here, thanks.
October 1st, 2008 at 11:36
There is wisdom here, thanks.
October 1st, 2008 at 11:36
There is wisdom here, thanks.
October 1st, 2008 at 11:36
There is wisdom here, thanks.
October 1st, 2008 at 11:36
There is wisdom here, thanks.
October 1st, 2008 at 11:36
There is wisdom here, thanks.
October 1st, 2008 at 11:36
There is wisdom here, thanks.
October 1st, 2008 at 11:36
There is wisdom here, thanks.
October 1st, 2008 at 11:36
There is wisdom here, thanks.
October 1st, 2008 at 11:36
There is wisdom here, thanks.
October 1st, 2008 at 11:36
There is wisdom here, thanks.
October 1st, 2008 at 11:36
There is wisdom here, thanks.
October 1st, 2008 at 11:36
There is wisdom here, thanks.
October 1st, 2008 at 11:36
There is wisdom here, thanks.
October 1st, 2008 at 11:36
There is wisdom here, thanks.
October 1st, 2008 at 11:36
There is wisdom here, thanks.
October 1st, 2008 at 11:36
There is wisdom here, thanks.
October 1st, 2008 at 11:36
There is wisdom here, thanks.
October 1st, 2008 at 11:36
There is wisdom here, thanks.
October 1st, 2008 at 11:36
There is wisdom here, thanks.
October 1st, 2008 at 11:36
There is wisdom here, thanks.
October 1st, 2008 at 11:36
There is wisdom here, thanks.
October 1st, 2008 at 11:36
There is wisdom here, thanks.
October 1st, 2008 at 11:36
There is wisdom here, thanks.
October 1st, 2008 at 11:36
There is wisdom here, thanks.
October 1st, 2008 at 11:36
There is wisdom here, thanks.
October 1st, 2008 at 14:00
[...] much like the author (Taylor Davidson) of the post I’m about to quote heavily, I was about to write something like “3 Easy Ways to Succeed” or [...]
October 1st, 2008 at 21:23
True… most entrepreneurs do tend to believe in their intuition over data: but isn't that a positive trait (at least for entrepreneurs)?
The issue is in knowing what data to keep and knowing what to throw away; this comes from asking the right questions. In environments with little data we tend to cling to the wrong ones.
The interesting thing is that with big companies, data typically provides the illusion of certainty; the abundance of data stops people from asking broader questions.
October 1st, 2008 at 21:23
True… most entrepreneurs do tend to believe in their intuition over data: but isn't that a positive trait (at least for entrepreneurs)?
The issue is in knowing what data to keep and knowing what to throw away; this comes from asking the right questions. In environments with little data we tend to cling to the wrong ones.
The interesting thing is that with big companies, data typically provides the illusion of certainty; the abundance of data stops people from asking broader questions.
October 1st, 2008 at 21:23
True… most entrepreneurs do tend to believe in their intuition over data: but isn't that a positive trait (at least for entrepreneurs)?
The issue is in knowing what data to keep and knowing what to throw away; this comes from asking the right questions. In environments with little data we tend to cling to the wrong ones.
The interesting thing is that with big companies, data typically provides the illusion of certainty; the abundance of data stops people from asking broader questions.
October 1st, 2008 at 21:23
True… most entrepreneurs do tend to believe in their intuition over data: but isn't that a positive trait (at least for entrepreneurs)?
The issue is in knowing what data to keep and knowing what to throw away; this comes from asking the right questions. In environments with little data we tend to cling to the wrong ones.
The interesting thing is that with big companies, data typically provides the illusion of certainty; the abundance of data stops people from asking broader questions.
October 1st, 2008 at 21:23
True… most entrepreneurs do tend to believe in their intuition over data: but isn't that a positive trait (at least for entrepreneurs)?
The issue is in knowing what data to keep and knowing what to throw away; this comes from asking the right questions. In environments with little data we tend to cling to the wrong ones.
The interesting thing is that with big companies, data typically provides the illusion of certainty; the abundance of data stops people from asking broader questions.
October 1st, 2008 at 21:23
True… most entrepreneurs do tend to believe in their intuition over data: but isn't that a positive trait (at least for entrepreneurs)?
The issue is in knowing what data to keep and knowing what to throw away; this comes from asking the right questions. In environments with little data we tend to cling to the wrong ones.
The interesting thing is that with big companies, data typically provides the illusion of certainty; the abundance of data stops people from asking broader questions.
October 1st, 2008 at 21:23
True… most entrepreneurs do tend to believe in their intuition over data: but isn't that a positive trait (at least for entrepreneurs)?
The issue is in knowing what data to keep and knowing what to throw away; this comes from asking the right questions. In environments with little data we tend to cling to the wrong ones.
The interesting thing is that with big companies, data typically provides the illusion of certainty; the abundance of data stops people from asking broader questions.
October 1st, 2008 at 21:23
True… most entrepreneurs do tend to believe in their intuition over data: but isn't that a positive trait (at least for entrepreneurs)?
The issue is in knowing what data to keep and knowing what to throw away; this comes from asking the right questions. In environments with little data we tend to cling to the wrong ones.
The interesting thing is that with big companies, data typically provides the illusion of certainty; the abundance of data stops people from asking broader questions.
October 1st, 2008 at 21:23
True… most entrepreneurs do tend to believe in their intuition over data: but isn't that a positive trait (at least for entrepreneurs)?
The issue is in knowing what data to keep and knowing what to throw away; this comes from asking the right questions. In environments with little data we tend to cling to the wrong ones.
The interesting thing is that with big companies, data typically provides the illusion of certainty; the abundance of data stops people from asking broader questions.
October 1st, 2008 at 21:23
True… most entrepreneurs do tend to believe in their intuition over data: but isn't that a positive trait (at least for entrepreneurs)?
The issue is in knowing what data to keep and knowing what to throw away; this comes from asking the right questions. In environments with little data we tend to cling to the wrong ones.
The interesting thing is that with big companies, data typically provides the illusion of certainty; the abundance of data stops people from asking broader questions.
October 1st, 2008 at 21:23
True… most entrepreneurs do tend to believe in their intuition over data: but isn't that a positive trait (at least for entrepreneurs)?
The issue is in knowing what data to keep and knowing what to throw away; this comes from asking the right questions. In environments with little data we tend to cling to the wrong ones.
The interesting thing is that with big companies, data typically provides the illusion of certainty; the abundance of data stops people from asking broader questions.
October 1st, 2008 at 21:23
True… most entrepreneurs do tend to believe in their intuition over data: but isn't that a positive trait (at least for entrepreneurs)?
The issue is in knowing what data to keep and knowing what to throw away; this comes from asking the right questions. In environments with little data we tend to cling to the wrong ones.
The interesting thing is that with big companies, data typically provides the illusion of certainty; the abundance of data stops people from asking broader questions.
October 1st, 2008 at 21:23
True… most entrepreneurs do tend to believe in their intuition over data: but isn't that a positive trait (at least for entrepreneurs)?
The issue is in knowing what data to keep and knowing what to throw away; this comes from asking the right questions. In environments with little data we tend to cling to the wrong ones.
The interesting thing is that with big companies, data typically provides the illusion of certainty; the abundance of data stops people from asking broader questions.
October 1st, 2008 at 21:23
True… most entrepreneurs do tend to believe in their intuition over data: but isn't that a positive trait (at least for entrepreneurs)?
The issue is in knowing what data to keep and knowing what to throw away; this comes from asking the right questions. In environments with little data we tend to cling to the wrong ones.
The interesting thing is that with big companies, data typically provides the illusion of certainty; the abundance of data stops people from asking broader questions.
October 1st, 2008 at 21:23
True… most entrepreneurs do tend to believe in their intuition over data: but isn't that a positive trait (at least for entrepreneurs)?
The issue is in knowing what data to keep and knowing what to throw away; this comes from asking the right questions. In environments with little data we tend to cling to the wrong ones.
The interesting thing is that with big companies, data typically provides the illusion of certainty; the abundance of data stops people from asking broader questions.
October 1st, 2008 at 21:23
True… most entrepreneurs do tend to believe in their intuition over data: but isn't that a positive trait (at least for entrepreneurs)?
The issue is in knowing what data to keep and knowing what to throw away; this comes from asking the right questions. In environments with little data we tend to cling to the wrong ones.
The interesting thing is that with big companies, data typically provides the illusion of certainty; the abundance of data stops people from asking broader questions.
October 1st, 2008 at 21:23
True… most entrepreneurs do tend to believe in their intuition over data: but isn't that a positive trait (at least for entrepreneurs)?
The issue is in knowing what data to keep and knowing what to throw away; this comes from asking the right questions. In environments with little data we tend to cling to the wrong ones.
The interesting thing is that with big companies, data typically provides the illusion of certainty; the abundance of data stops people from asking broader questions.
October 1st, 2008 at 21:23
True… most entrepreneurs do tend to believe in their intuition over data: but isn't that a positive trait (at least for entrepreneurs)?
The issue is in knowing what data to keep and knowing what to throw away; this comes from asking the right questions. In environments with little data we tend to cling to the wrong ones.
The interesting thing is that with big companies, data typically provides the illusion of certainty; the abundance of data stops people from asking broader questions.
October 1st, 2008 at 21:23
True… most entrepreneurs do tend to believe in their intuition over data: but isn't that a positive trait (at least for entrepreneurs)?
The issue is in knowing what data to keep and knowing what to throw away; this comes from asking the right questions. In environments with little data we tend to cling to the wrong ones.
The interesting thing is that with big companies, data typically provides the illusion of certainty; the abundance of data stops people from asking broader questions.
October 1st, 2008 at 21:23
True… most entrepreneurs do tend to believe in their intuition over data: but isn't that a positive trait (at least for entrepreneurs)?
The issue is in knowing what data to keep and knowing what to throw away; this comes from asking the right questions. In environments with little data we tend to cling to the wrong ones.
The interesting thing is that with big companies, data typically provides the illusion of certainty; the abundance of data stops people from asking broader questions.
October 1st, 2008 at 21:23
True… most entrepreneurs do tend to believe in their intuition over data: but isn't that a positive trait (at least for entrepreneurs)?
The issue is in knowing what data to keep and knowing what to throw away; this comes from asking the right questions. In environments with little data we tend to cling to the wrong ones.
The interesting thing is that with big companies, data typically provides the illusion of certainty; the abundance of data stops people from asking broader questions.
October 1st, 2008 at 21:23
True… most entrepreneurs do tend to believe in their intuition over data: but isn't that a positive trait (at least for entrepreneurs)?
The issue is in knowing what data to keep and knowing what to throw away; this comes from asking the right questions. In environments with little data we tend to cling to the wrong ones.
The interesting thing is that with big companies, data typically provides the illusion of certainty; the abundance of data stops people from asking broader questions.
October 1st, 2008 at 21:23
True… most entrepreneurs do tend to believe in their intuition over data: but isn't that a positive trait (at least for entrepreneurs)?
The issue is in knowing what data to keep and knowing what to throw away; this comes from asking the right questions. In environments with little data we tend to cling to the wrong ones.
The interesting thing is that with big companies, data typically provides the illusion of certainty; the abundance of data stops people from asking broader questions.
October 1st, 2008 at 21:23
True… most entrepreneurs do tend to believe in their intuition over data: but isn't that a positive trait (at least for entrepreneurs)?
The issue is in knowing what data to keep and knowing what to throw away; this comes from asking the right questions. In environments with little data we tend to cling to the wrong ones.
The interesting thing is that with big companies, data typically provides the illusion of certainty; the abundance of data stops people from asking broader questions.
October 1st, 2008 at 21:23
True… most entrepreneurs do tend to believe in their intuition over data: but isn't that a positive trait (at least for entrepreneurs)?
The issue is in knowing what data to keep and knowing what to throw away; this comes from asking the right questions. In environments with little data we tend to cling to the wrong ones.
The interesting thing is that with big companies, data typically provides the illusion of certainty; the abundance of data stops people from asking broader questions.
October 1st, 2008 at 21:23
True… most entrepreneurs do tend to believe in their intuition over data: but isn't that a positive trait (at least for entrepreneurs)?
The issue is in knowing what data to keep and knowing what to throw away; this comes from asking the right questions. In environments with little data we tend to cling to the wrong ones.
The interesting thing is that with big companies, data typically provides the illusion of certainty; the abundance of data stops people from asking broader questions.
October 1st, 2008 at 21:23
True… most entrepreneurs do tend to believe in their intuition over data: but isn't that a positive trait (at least for entrepreneurs)?
The issue is in knowing what data to keep and knowing what to throw away; this comes from asking the right questions. In environments with little data we tend to cling to the wrong ones.
The interesting thing is that with big companies, data typically provides the illusion of certainty; the abundance of data stops people from asking broader questions.
October 1st, 2008 at 21:23
True… most entrepreneurs do tend to believe in their intuition over data: but isn't that a positive trait (at least for entrepreneurs)?
The issue is in knowing what data to keep and knowing what to throw away; this comes from asking the right questions. In environments with little data we tend to cling to the wrong ones.
The interesting thing is that with big companies, data typically provides the illusion of certainty; the abundance of data stops people from asking broader questions.
October 1st, 2008 at 21:23
True… most entrepreneurs do tend to believe in their intuition over data: but isn't that a positive trait (at least for entrepreneurs)?
The issue is in knowing what data to keep and knowing what to throw away; this comes from asking the right questions. In environments with little data we tend to cling to the wrong ones.
The interesting thing is that with big companies, data typically provides the illusion of certainty; the abundance of data stops people from asking broader questions.
October 1st, 2008 at 21:23
True… most entrepreneurs do tend to believe in their intuition over data: but isn't that a positive trait (at least for entrepreneurs)?
The issue is in knowing what data to keep and knowing what to throw away; this comes from asking the right questions. In environments with little data we tend to cling to the wrong ones.
The interesting thing is that with big companies, data typically provides the illusion of certainty; the abundance of data stops people from asking broader questions.
October 1st, 2008 at 21:23
True… most entrepreneurs do tend to believe in their intuition over data: but isn't that a positive trait (at least for entrepreneurs)?
The issue is in knowing what data to keep and knowing what to throw away; this comes from asking the right questions. In environments with little data we tend to cling to the wrong ones.
The interesting thing is that with big companies, data typically provides the illusion of certainty; the abundance of data stops people from asking broader questions.
October 1st, 2008 at 21:23
True… most entrepreneurs do tend to believe in their intuition over data: but isn't that a positive trait (at least for entrepreneurs)?
The issue is in knowing what data to keep and knowing what to throw away; this comes from asking the right questions. In environments with little data we tend to cling to the wrong ones.
The interesting thing is that with big companies, data typically provides the illusion of certainty; the abundance of data stops people from asking broader questions.
October 1st, 2008 at 21:23
True… most entrepreneurs do tend to believe in their intuition over data: but isn't that a positive trait (at least for entrepreneurs)?
The issue is in knowing what data to keep and knowing what to throw away; this comes from asking the right questions. In environments with little data we tend to cling to the wrong ones.
The interesting thing is that with big companies, data typically provides the illusion of certainty; the abundance of data stops people from asking broader questions.
October 1st, 2008 at 21:23
True… most entrepreneurs do tend to believe in their intuition over data: but isn't that a positive trait (at least for entrepreneurs)?
The issue is in knowing what data to keep and knowing what to throw away; this comes from asking the right questions. In environments with little data we tend to cling to the wrong ones.
The interesting thing is that with big companies, data typically provides the illusion of certainty; the abundance of data stops people from asking broader questions.
October 2nd, 2008 at 06:02
[...] How to Fail: 25 Secrets Learned through Failure I’ve learned a lot through failure. Close observation and unfortunate first-hand personal experiences have taught me many lessons about why companies fail. [...]
October 2nd, 2008 at 22:52
It's a lot of stuff. It will take me time to sift through it. I need to keep my capital more often.
October 2nd, 2008 at 22:52
It's a lot of stuff. It will take me time to sift through it. I need to keep my capital more often.
October 2nd, 2008 at 22:52
It's a lot of stuff. It will take me time to sift through it. I need to keep my capital more often.
October 2nd, 2008 at 22:52
It's a lot of stuff. It will take me time to sift through it. I need to keep my capital more often.
October 2nd, 2008 at 22:52
It's a lot of stuff. It will take me time to sift through it. I need to keep my capital more often.
October 2nd, 2008 at 22:52
It's a lot of stuff. It will take me time to sift through it. I need to keep my capital more often.
October 2nd, 2008 at 22:52
It's a lot of stuff. It will take me time to sift through it. I need to keep my capital more often.
October 2nd, 2008 at 22:52
It's a lot of stuff. It will take me time to sift through it. I need to keep my capital more often.
October 2nd, 2008 at 22:52
It's a lot of stuff. It will take me time to sift through it. I need to keep my capital more often.
October 2nd, 2008 at 22:52
It's a lot of stuff. It will take me time to sift through it. I need to keep my capital more often.
October 2nd, 2008 at 22:52
It's a lot of stuff. It will take me time to sift through it. I need to keep my capital more often.
October 2nd, 2008 at 22:52
It's a lot of stuff. It will take me time to sift through it. I need to keep my capital more often.
October 2nd, 2008 at 22:52
It's a lot of stuff. It will take me time to sift through it. I need to keep my capital more often.
October 2nd, 2008 at 22:52
It's a lot of stuff. It will take me time to sift through it. I need to keep my capital more often.
October 2nd, 2008 at 22:52
It's a lot of stuff. It will take me time to sift through it. I need to keep my capital more often.
October 2nd, 2008 at 22:52
It's a lot of stuff. It will take me time to sift through it. I need to keep my capital more often.
October 2nd, 2008 at 22:52
It's a lot of stuff. It will take me time to sift through it. I need to keep my capital more often.
October 2nd, 2008 at 22:52
It's a lot of stuff. It will take me time to sift through it. I need to keep my capital more often.
October 2nd, 2008 at 22:52
It's a lot of stuff. It will take me time to sift through it. I need to keep my capital more often.
October 2nd, 2008 at 22:52
It's a lot of stuff. It will take me time to sift through it. I need to keep my capital more often.
October 2nd, 2008 at 22:52
It's a lot of stuff. It will take me time to sift through it. I need to keep my capital more often.
October 2nd, 2008 at 22:52
It's a lot of stuff. It will take me time to sift through it. I need to keep my capital more often.
October 2nd, 2008 at 22:52
It's a lot of stuff. It will take me time to sift through it. I need to keep my capital more often.
October 2nd, 2008 at 22:52
It's a lot of stuff. It will take me time to sift through it. I need to keep my capital more often.
October 2nd, 2008 at 22:52
It's a lot of stuff. It will take me time to sift through it. I need to keep my capital more often.
October 2nd, 2008 at 22:52
It's a lot of stuff. It will take me time to sift through it. I need to keep my capital more often.
October 2nd, 2008 at 22:52
It's a lot of stuff. It will take me time to sift through it. I need to keep my capital more often.
October 2nd, 2008 at 22:52
It's a lot of stuff. It will take me time to sift through it. I need to keep my capital more often.
October 2nd, 2008 at 22:52
It's a lot of stuff. It will take me time to sift through it. I need to keep my capital more often.
October 2nd, 2008 at 22:52
It's a lot of stuff. It will take me time to sift through it. I need to keep my capital more often.
October 2nd, 2008 at 22:52
It's a lot of stuff. It will take me time to sift through it. I need to keep my capital more often.
October 2nd, 2008 at 22:52
It's a lot of stuff. It will take me time to sift through it. I need to keep my capital more often.
October 2nd, 2008 at 22:52
It's a lot of stuff. It will take me time to sift through it. I need to keep my capital more often.
October 2nd, 2008 at 22:52
It's a lot of stuff. It will take me time to sift through it. I need to keep my capital more often.
October 4th, 2008 at 05:05
It is indeed a virtue to learn how to lose or fail. This way, you define for yourself one way that doesn't work, and that you won't every waster your time on again. But, we need to be humble enough to learn this, so then when we do have success, we know we have learned from our lessons. Great post!
Keith Johnson, Technical Writer
http://greatdocuments.net
October 4th, 2008 at 05:05
It is indeed a virtue to learn how to lose or fail. This way, you define for yourself one way that doesn't work, and that you won't every waster your time on again. But, we need to be humble enough to learn this, so then when we do have success, we know we have learned from our lessons. Great post!
Keith Johnson, Technical Writer
http://greatdocuments.net
October 4th, 2008 at 05:05
It is indeed a virtue to learn how to lose or fail. This way, you define for yourself one way that doesn't work, and that you won't every waster your time on again. But, we need to be humble enough to learn this, so then when we do have success, we know we have learned from our lessons. Great post!
Keith Johnson, Technical Writer
http://greatdocuments.net
October 4th, 2008 at 05:05
It is indeed a virtue to learn how to lose or fail. This way, you define for yourself one way that doesn't work, and that you won't every waster your time on again. But, we need to be humble enough to learn this, so then when we do have success, we know we have learned from our lessons. Great post!
Keith Johnson, Technical Writer
http://greatdocuments.net
October 4th, 2008 at 05:05
It is indeed a virtue to learn how to lose or fail. This way, you define for yourself one way that doesn't work, and that you won't every waster your time on again. But, we need to be humble enough to learn this, so then when we do have success, we know we have learned from our lessons. Great post!
Keith Johnson, Technical Writer
http://greatdocuments.net
October 4th, 2008 at 05:05
It is indeed a virtue to learn how to lose or fail. This way, you define for yourself one way that doesn't work, and that you won't every waster your time on again. But, we need to be humble enough to learn this, so then when we do have success, we know we have learned from our lessons. Great post!
Keith Johnson, Technical Writer
http://greatdocuments.net
October 4th, 2008 at 05:05
It is indeed a virtue to learn how to lose or fail. This way, you define for yourself one way that doesn't work, and that you won't every waster your time on again. But, we need to be humble enough to learn this, so then when we do have success, we know we have learned from our lessons. Great post!
Keith Johnson, Technical Writer
http://greatdocuments.net
October 4th, 2008 at 05:05
It is indeed a virtue to learn how to lose or fail. This way, you define for yourself one way that doesn't work, and that you won't every waster your time on again. But, we need to be humble enough to learn this, so then when we do have success, we know we have learned from our lessons. Great post!
Keith Johnson, Technical Writer
http://greatdocuments.net
October 4th, 2008 at 05:05
It is indeed a virtue to learn how to lose or fail. This way, you define for yourself one way that doesn't work, and that you won't every waster your time on again. But, we need to be humble enough to learn this, so then when we do have success, we know we have learned from our lessons. Great post!
Keith Johnson, Technical Writer
http://greatdocuments.net
October 4th, 2008 at 05:05
It is indeed a virtue to learn how to lose or fail. This way, you define for yourself one way that doesn't work, and that you won't every waster your time on again. But, we need to be humble enough to learn this, so then when we do have success, we know we have learned from our lessons. Great post!
Keith Johnson, Technical Writer
http://greatdocuments.net
October 4th, 2008 at 05:05
It is indeed a virtue to learn how to lose or fail. This way, you define for yourself one way that doesn't work, and that you won't every waster your time on again. But, we need to be humble enough to learn this, so then when we do have success, we know we have learned from our lessons. Great post!
Keith Johnson, Technical Writer
http://greatdocuments.net
October 4th, 2008 at 05:05
It is indeed a virtue to learn how to lose or fail. This way, you define for yourself one way that doesn't work, and that you won't every waster your time on again. But, we need to be humble enough to learn this, so then when we do have success, we know we have learned from our lessons. Great post!
Keith Johnson, Technical Writer
http://greatdocuments.net
October 4th, 2008 at 05:05
It is indeed a virtue to learn how to lose or fail. This way, you define for yourself one way that doesn't work, and that you won't every waster your time on again. But, we need to be humble enough to learn this, so then when we do have success, we know we have learned from our lessons. Great post!
Keith Johnson, Technical Writer
http://greatdocuments.net
October 4th, 2008 at 05:05
It is indeed a virtue to learn how to lose or fail. This way, you define for yourself one way that doesn't work, and that you won't every waster your time on again. But, we need to be humble enough to learn this, so then when we do have success, we know we have learned from our lessons. Great post!
Keith Johnson, Technical Writer
http://greatdocuments.net
October 4th, 2008 at 05:05
It is indeed a virtue to learn how to lose or fail. This way, you define for yourself one way that doesn't work, and that you won't every waster your time on again. But, we need to be humble enough to learn this, so then when we do have success, we know we have learned from our lessons. Great post!
Keith Johnson, Technical Writer
http://greatdocuments.net
October 4th, 2008 at 05:05
It is indeed a virtue to learn how to lose or fail. This way, you define for yourself one way that doesn't work, and that you won't every waster your time on again. But, we need to be humble enough to learn this, so then when we do have success, we know we have learned from our lessons. Great post!
Keith Johnson, Technical Writer
http://greatdocuments.net
October 4th, 2008 at 05:05
It is indeed a virtue to learn how to lose or fail. This way, you define for yourself one way that doesn't work, and that you won't every waster your time on again. But, we need to be humble enough to learn this, so then when we do have success, we know we have learned from our lessons. Great post!
Keith Johnson, Technical Writer
http://greatdocuments.net
October 4th, 2008 at 05:05
It is indeed a virtue to learn how to lose or fail. This way, you define for yourself one way that doesn't work, and that you won't every waster your time on again. But, we need to be humble enough to learn this, so then when we do have success, we know we have learned from our lessons. Great post!
Keith Johnson, Technical Writer
http://greatdocuments.net
October 4th, 2008 at 05:05
It is indeed a virtue to learn how to lose or fail. This way, you define for yourself one way that doesn't work, and that you won't every waster your time on again. But, we need to be humble enough to learn this, so then when we do have success, we know we have learned from our lessons. Great post!
Keith Johnson, Technical Writer
http://greatdocuments.net
October 4th, 2008 at 05:05
It is indeed a virtue to learn how to lose or fail. This way, you define for yourself one way that doesn't work, and that you won't every waster your time on again. But, we need to be humble enough to learn this, so then when we do have success, we know we have learned from our lessons. Great post!
Keith Johnson, Technical Writer
http://greatdocuments.net
October 4th, 2008 at 05:05
It is indeed a virtue to learn how to lose or fail. This way, you define for yourself one way that doesn't work, and that you won't every waster your time on again. But, we need to be humble enough to learn this, so then when we do have success, we know we have learned from our lessons. Great post!
Keith Johnson, Technical Writer
http://greatdocuments.net
October 4th, 2008 at 05:05
It is indeed a virtue to learn how to lose or fail. This way, you define for yourself one way that doesn't work, and that you won't every waster your time on again. But, we need to be humble enough to learn this, so then when we do have success, we know we have learned from our lessons. Great post!
Keith Johnson, Technical Writer
http://greatdocuments.net
October 4th, 2008 at 05:05
It is indeed a virtue to learn how to lose or fail. This way, you define for yourself one way that doesn't work, and that you won't every waster your time on again. But, we need to be humble enough to learn this, so then when we do have success, we know we have learned from our lessons. Great post!
Keith Johnson, Technical Writer
http://greatdocuments.net
October 4th, 2008 at 05:05
It is indeed a virtue to learn how to lose or fail. This way, you define for yourself one way that doesn't work, and that you won't every waster your time on again. But, we need to be humble enough to learn this, so then when we do have success, we know we have learned from our lessons. Great post!
Keith Johnson, Technical Writer
http://greatdocuments.net
October 4th, 2008 at 05:05
It is indeed a virtue to learn how to lose or fail. This way, you define for yourself one way that doesn't work, and that you won't every waster your time on again. But, we need to be humble enough to learn this, so then when we do have success, we know we have learned from our lessons. Great post!
Keith Johnson, Technical Writer
http://greatdocuments.net
October 4th, 2008 at 05:05
It is indeed a virtue to learn how to lose or fail. This way, you define for yourself one way that doesn't work, and that you won't every waster your time on again. But, we need to be humble enough to learn this, so then when we do have success, we know we have learned from our lessons. Great post!
Keith Johnson, Technical Writer
http://greatdocuments.net
October 4th, 2008 at 05:05
It is indeed a virtue to learn how to lose or fail. This way, you define for yourself one way that doesn't work, and that you won't every waster your time on again. But, we need to be humble enough to learn this, so then when we do have success, we know we have learned from our lessons. Great post!
Keith Johnson, Technical Writer
http://greatdocuments.net
October 4th, 2008 at 05:05
It is indeed a virtue to learn how to lose or fail. This way, you define for yourself one way that doesn't work, and that you won't every waster your time on again. But, we need to be humble enough to learn this, so then when we do have success, we know we have learned from our lessons. Great post!
Keith Johnson, Technical Writer
http://greatdocuments.net
October 4th, 2008 at 05:05
It is indeed a virtue to learn how to lose or fail. This way, you define for yourself one way that doesn't work, and that you won't every waster your time on again. But, we need to be humble enough to learn this, so then when we do have success, we know we have learned from our lessons. Great post!
Keith Johnson, Technical Writer
http://greatdocuments.net
October 4th, 2008 at 05:05
It is indeed a virtue to learn how to lose or fail. This way, you define for yourself one way that doesn't work, and that you won't every waster your time on again. But, we need to be humble enough to learn this, so then when we do have success, we know we have learned from our lessons. Great post!
Keith Johnson, Technical Writer
http://greatdocuments.net
October 4th, 2008 at 05:05
It is indeed a virtue to learn how to lose or fail. This way, you define for yourself one way that doesn't work, and that you won't every waster your time on again. But, we need to be humble enough to learn this, so then when we do have success, we know we have learned from our lessons. Great post!
Keith Johnson, Technical Writer
http://greatdocuments.net
October 4th, 2008 at 05:05
It is indeed a virtue to learn how to lose or fail. This way, you define for yourself one way that doesn't work, and that you won't every waster your time on again. But, we need to be humble enough to learn this, so then when we do have success, we know we have learned from our lessons. Great post!
Keith Johnson, Technical Writer
http://greatdocuments.net
October 4th, 2008 at 05:05
It is indeed a virtue to learn how to lose or fail. This way, you define for yourself one way that doesn't work, and that you won't every waster your time on again. But, we need to be humble enough to learn this, so then when we do have success, we know we have learned from our lessons. Great post!
Keith Johnson, Technical Writer
http://greatdocuments.net
October 4th, 2008 at 05:05
It is indeed a virtue to learn how to lose or fail. This way, you define for yourself one way that doesn't work, and that you won't every waster your time on again. But, we need to be humble enough to learn this, so then when we do have success, we know we have learned from our lessons. Great post!
Keith Johnson, Technical Writer
http://greatdocuments.net
October 5th, 2008 at 11:51
Tough lessons, agreed. I'd argue that nothing truly worth it in life comes easy…
October 5th, 2008 at 11:51
Tough lessons, agreed. I'd argue that nothing truly worth it in life comes easy…
October 5th, 2008 at 11:51
Tough lessons, agreed. I'd argue that nothing truly worth it in life comes easy…
October 5th, 2008 at 11:51
Tough lessons, agreed. I'd argue that nothing truly worth it in life comes easy…
October 5th, 2008 at 11:51
Tough lessons, agreed. I'd argue that nothing truly worth it in life comes easy…
October 5th, 2008 at 11:51
Tough lessons, agreed. I'd argue that nothing truly worth it in life comes easy…
October 5th, 2008 at 11:51
Tough lessons, agreed. I'd argue that nothing truly worth it in life comes easy…
October 5th, 2008 at 11:51
Tough lessons, agreed. I'd argue that nothing truly worth it in life comes easy…
October 5th, 2008 at 11:51
Tough lessons, agreed. I'd argue that nothing truly worth it in life comes easy…
October 5th, 2008 at 11:51
Tough lessons, agreed. I'd argue that nothing truly worth it in life comes easy…
October 5th, 2008 at 11:51
Tough lessons, agreed. I'd argue that nothing truly worth it in life comes easy…
October 5th, 2008 at 11:51
Tough lessons, agreed. I'd argue that nothing truly worth it in life comes easy…
October 5th, 2008 at 11:51
Tough lessons, agreed. I'd argue that nothing truly worth it in life comes easy…
October 5th, 2008 at 11:51
Tough lessons, agreed. I'd argue that nothing truly worth it in life comes easy…
October 5th, 2008 at 11:51
Tough lessons, agreed. I'd argue that nothing truly worth it in life comes easy…
October 5th, 2008 at 11:51
Tough lessons, agreed. I'd argue that nothing truly worth it in life comes easy…
October 5th, 2008 at 11:51
Tough lessons, agreed. I'd argue that nothing truly worth it in life comes easy…
October 5th, 2008 at 11:51
Tough lessons, agreed. I'd argue that nothing truly worth it in life comes easy…
October 5th, 2008 at 11:51
Tough lessons, agreed. I'd argue that nothing truly worth it in life comes easy…
October 5th, 2008 at 11:51
Tough lessons, agreed. I'd argue that nothing truly worth it in life comes easy…
October 5th, 2008 at 11:51
Tough lessons, agreed. I'd argue that nothing truly worth it in life comes easy…
October 5th, 2008 at 11:51
Tough lessons, agreed. I'd argue that nothing truly worth it in life comes easy…
October 5th, 2008 at 11:51
Tough lessons, agreed. I'd argue that nothing truly worth it in life comes easy…
October 5th, 2008 at 11:51
Tough lessons, agreed. I'd argue that nothing truly worth it in life comes easy…
October 5th, 2008 at 11:51
Tough lessons, agreed. I'd argue that nothing truly worth it in life comes easy…
October 5th, 2008 at 11:51
Tough lessons, agreed. I'd argue that nothing truly worth it in life comes easy…
October 5th, 2008 at 11:51
Tough lessons, agreed. I'd argue that nothing truly worth it in life comes easy…
October 5th, 2008 at 11:51
Tough lessons, agreed. I'd argue that nothing truly worth it in life comes easy…
October 5th, 2008 at 11:51
Tough lessons, agreed. I'd argue that nothing truly worth it in life comes easy…
October 5th, 2008 at 11:51
Tough lessons, agreed. I'd argue that nothing truly worth it in life comes easy…
October 5th, 2008 at 11:51
Tough lessons, agreed. I'd argue that nothing truly worth it in life comes easy…
October 5th, 2008 at 11:51
Tough lessons, agreed. I'd argue that nothing truly worth it in life comes easy…
October 5th, 2008 at 11:51
Tough lessons, agreed. I'd argue that nothing truly worth it in life comes easy…
October 5th, 2008 at 11:51
Tough lessons, agreed. I'd argue that nothing truly worth it in life comes easy…
October 6th, 2008 at 18:28
[...] to others about this that and the other thing. Perhaps I’ll blog more about that later. This article on how to ‘fail’ with a startup has some very true [...]
October 8th, 2008 at 09:47
These were killer ones, thanks I will sure re-blog this one and apply them in my own small business.
October 8th, 2008 at 09:47
These were killer ones, thanks I will sure re-blog this one and apply them in my own small business.
October 8th, 2008 at 09:47
These were killer ones, thanks I will sure re-blog this one and apply them in my own small business.
October 8th, 2008 at 09:47
These were killer ones, thanks I will sure re-blog this one and apply them in my own small business.
October 8th, 2008 at 09:47
These were killer ones, thanks I will sure re-blog this one and apply them in my own small business.
October 8th, 2008 at 09:47
These were killer ones, thanks I will sure re-blog this one and apply them in my own small business.
October 8th, 2008 at 09:47
These were killer ones, thanks I will sure re-blog this one and apply them in my own small business.
October 8th, 2008 at 09:47
These were killer ones, thanks I will sure re-blog this one and apply them in my own small business.
October 8th, 2008 at 09:47
These were killer ones, thanks I will sure re-blog this one and apply them in my own small business.
October 8th, 2008 at 09:47
These were killer ones, thanks I will sure re-blog this one and apply them in my own small business.
October 8th, 2008 at 09:47
These were killer ones, thanks I will sure re-blog this one and apply them in my own small business.
October 8th, 2008 at 09:47
These were killer ones, thanks I will sure re-blog this one and apply them in my own small business.
October 8th, 2008 at 09:47
These were killer ones, thanks I will sure re-blog this one and apply them in my own small business.
October 8th, 2008 at 09:47
These were killer ones, thanks I will sure re-blog this one and apply them in my own small business.
October 8th, 2008 at 09:47
These were killer ones, thanks I will sure re-blog this one and apply them in my own small business.
October 8th, 2008 at 09:47
These were killer ones, thanks I will sure re-blog this one and apply them in my own small business.
October 8th, 2008 at 09:47
These were killer ones, thanks I will sure re-blog this one and apply them in my own small business.
October 8th, 2008 at 09:47
These were killer ones, thanks I will sure re-blog this one and apply them in my own small business.
October 8th, 2008 at 09:47
These were killer ones, thanks I will sure re-blog this one and apply them in my own small business.
October 8th, 2008 at 09:47
These were killer ones, thanks I will sure re-blog this one and apply them in my own small business.
October 8th, 2008 at 09:47
These were killer ones, thanks I will sure re-blog this one and apply them in my own small business.
October 8th, 2008 at 09:47
These were killer ones, thanks I will sure re-blog this one and apply them in my own small business.
October 8th, 2008 at 09:47
These were killer ones, thanks I will sure re-blog this one and apply them in my own small business.
October 8th, 2008 at 09:47
These were killer ones, thanks I will sure re-blog this one and apply them in my own small business.
October 8th, 2008 at 09:47
These were killer ones, thanks I will sure re-blog this one and apply them in my own small business.
October 8th, 2008 at 09:47
These were killer ones, thanks I will sure re-blog this one and apply them in my own small business.
October 8th, 2008 at 09:47
These were killer ones, thanks I will sure re-blog this one and apply them in my own small business.
October 8th, 2008 at 09:47
These were killer ones, thanks I will sure re-blog this one and apply them in my own small business.
October 8th, 2008 at 09:47
These were killer ones, thanks I will sure re-blog this one and apply them in my own small business.
October 8th, 2008 at 09:47
These were killer ones, thanks I will sure re-blog this one and apply them in my own small business.
October 8th, 2008 at 09:47
These were killer ones, thanks I will sure re-blog this one and apply them in my own small business.
October 8th, 2008 at 09:47
These were killer ones, thanks I will sure re-blog this one and apply them in my own small business.
October 8th, 2008 at 09:47
These were killer ones, thanks I will sure re-blog this one and apply them in my own small business.
October 8th, 2008 at 09:47
These were killer ones, thanks I will sure re-blog this one and apply them in my own small business.
October 10th, 2008 at 14:20
Everything mentioned here is too obvious.
October 10th, 2008 at 14:20
Everything mentioned here is too obvious.
October 10th, 2008 at 14:20
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October 10th, 2008 at 14:20
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October 10th, 2008 at 14:20
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October 10th, 2008 at 14:20
Everything mentioned here is too obvious.
October 10th, 2008 at 14:20
Everything mentioned here is too obvious.
October 10th, 2008 at 14:20
Everything mentioned here is too obvious.
October 10th, 2008 at 14:20
Everything mentioned here is too obvious.
October 10th, 2008 at 14:20
Everything mentioned here is too obvious.
October 10th, 2008 at 14:20
Everything mentioned here is too obvious.
October 10th, 2008 at 14:20
Everything mentioned here is too obvious.
October 10th, 2008 at 14:20
Everything mentioned here is too obvious.
October 10th, 2008 at 14:20
Everything mentioned here is too obvious.
October 10th, 2008 at 14:20
Everything mentioned here is too obvious.
October 10th, 2008 at 14:20
Everything mentioned here is too obvious.
October 10th, 2008 at 14:20
Everything mentioned here is too obvious.
October 10th, 2008 at 14:20
Everything mentioned here is too obvious.
October 10th, 2008 at 14:20
Everything mentioned here is too obvious.
October 10th, 2008 at 14:20
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October 10th, 2008 at 14:20
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October 10th, 2008 at 14:20
Everything mentioned here is too obvious.
October 10th, 2008 at 14:20
Everything mentioned here is too obvious.
October 10th, 2008 at 14:20
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October 10th, 2008 at 14:20
Everything mentioned here is too obvious.
October 10th, 2008 at 14:20
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October 10th, 2008 at 14:20
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October 10th, 2008 at 14:20
Everything mentioned here is too obvious.
October 10th, 2008 at 14:20
Everything mentioned here is too obvious.
October 10th, 2008 at 14:20
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October 10th, 2008 at 14:20
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October 10th, 2008 at 14:20
Everything mentioned here is too obvious.
October 10th, 2008 at 14:20
Everything mentioned here is too obvious.
October 10th, 2008 at 14:20
Everything mentioned here is too obvious.
October 13th, 2008 at 08:14
This should be taught in a business 101 class.
October 13th, 2008 at 08:14
This should be taught in a business 101 class.
October 13th, 2008 at 08:14
This should be taught in a business 101 class.
October 13th, 2008 at 08:14
This should be taught in a business 101 class.
October 13th, 2008 at 08:14
This should be taught in a business 101 class.
October 13th, 2008 at 08:14
This should be taught in a business 101 class.
October 13th, 2008 at 08:14
This should be taught in a business 101 class.
October 13th, 2008 at 08:14
This should be taught in a business 101 class.
October 13th, 2008 at 08:14
This should be taught in a business 101 class.
October 13th, 2008 at 08:14
This should be taught in a business 101 class.
October 13th, 2008 at 08:14
This should be taught in a business 101 class.
October 13th, 2008 at 08:14
This should be taught in a business 101 class.
October 13th, 2008 at 08:14
This should be taught in a business 101 class.
October 13th, 2008 at 08:14
This should be taught in a business 101 class.
October 13th, 2008 at 08:14
This should be taught in a business 101 class.
October 13th, 2008 at 08:14
This should be taught in a business 101 class.
October 13th, 2008 at 08:14
This should be taught in a business 101 class.
October 13th, 2008 at 08:14
This should be taught in a business 101 class.
October 13th, 2008 at 08:14
This should be taught in a business 101 class.
October 13th, 2008 at 08:14
This should be taught in a business 101 class.
October 13th, 2008 at 08:14
This should be taught in a business 101 class.
October 13th, 2008 at 08:14
This should be taught in a business 101 class.
October 13th, 2008 at 08:14
This should be taught in a business 101 class.
October 13th, 2008 at 08:14
This should be taught in a business 101 class.
October 13th, 2008 at 08:14
This should be taught in a business 101 class.
October 13th, 2008 at 08:14
This should be taught in a business 101 class.
October 13th, 2008 at 08:14
This should be taught in a business 101 class.
October 13th, 2008 at 08:14
This should be taught in a business 101 class.
October 13th, 2008 at 08:14
This should be taught in a business 101 class.
October 13th, 2008 at 08:14
This should be taught in a business 101 class.
October 13th, 2008 at 08:14
This should be taught in a business 101 class.
October 13th, 2008 at 08:14
This should be taught in a business 101 class.
October 13th, 2008 at 08:14
This should be taught in a business 101 class.
October 15th, 2008 at 00:02
[...] “If you think you’re the smartest person in the room, you’re the fool.” “Sell to one customer. Repeat. Repeat. Repeat.”“Fail fast. Fire, aim, repeat.”and many more great axioms for Web next.0 – at UnstructuredVentures [...]
October 15th, 2008 at 09:25
Very nice insight! I enjoyed reading through and definitely could agree that I have ran into a few of those failures. Thanks for the great read.
October 15th, 2008 at 09:25
Very nice insight! I enjoyed reading through and definitely could agree that I have ran into a few of those failures. Thanks for the great read.
October 15th, 2008 at 09:25
Very nice insight! I enjoyed reading through and definitely could agree that I have ran into a few of those failures. Thanks for the great read.
October 15th, 2008 at 09:25
Very nice insight! I enjoyed reading through and definitely could agree that I have ran into a few of those failures. Thanks for the great read.
October 15th, 2008 at 09:25
Very nice insight! I enjoyed reading through and definitely could agree that I have ran into a few of those failures. Thanks for the great read.
October 15th, 2008 at 09:25
Very nice insight! I enjoyed reading through and definitely could agree that I have ran into a few of those failures. Thanks for the great read.
October 15th, 2008 at 09:25
Very nice insight! I enjoyed reading through and definitely could agree that I have ran into a few of those failures. Thanks for the great read.
October 15th, 2008 at 09:25
Very nice insight! I enjoyed reading through and definitely could agree that I have ran into a few of those failures. Thanks for the great read.
October 15th, 2008 at 09:25
Very nice insight! I enjoyed reading through and definitely could agree that I have ran into a few of those failures. Thanks for the great read.
October 15th, 2008 at 09:25
Very nice insight! I enjoyed reading through and definitely could agree that I have ran into a few of those failures. Thanks for the great read.
October 15th, 2008 at 09:25
Very nice insight! I enjoyed reading through and definitely could agree that I have ran into a few of those failures. Thanks for the great read.
October 15th, 2008 at 09:25
Very nice insight! I enjoyed reading through and definitely could agree that I have ran into a few of those failures. Thanks for the great read.
October 15th, 2008 at 09:25
Very nice insight! I enjoyed reading through and definitely could agree that I have ran into a few of those failures. Thanks for the great read.
October 15th, 2008 at 09:25
Very nice insight! I enjoyed reading through and definitely could agree that I have ran into a few of those failures. Thanks for the great read.
October 15th, 2008 at 09:25
Very nice insight! I enjoyed reading through and definitely could agree that I have ran into a few of those failures. Thanks for the great read.
October 15th, 2008 at 09:25
Very nice insight! I enjoyed reading through and definitely could agree that I have ran into a few of those failures. Thanks for the great read.
October 15th, 2008 at 09:25
Very nice insight! I enjoyed reading through and definitely could agree that I have ran into a few of those failures. Thanks for the great read.
October 15th, 2008 at 09:25
Very nice insight! I enjoyed reading through and definitely could agree that I have ran into a few of those failures. Thanks for the great read.
October 15th, 2008 at 09:25
Very nice insight! I enjoyed reading through and definitely could agree that I have ran into a few of those failures. Thanks for the great read.
October 15th, 2008 at 09:25
Very nice insight! I enjoyed reading through and definitely could agree that I have ran into a few of those failures. Thanks for the great read.
October 15th, 2008 at 09:25
Very nice insight! I enjoyed reading through and definitely could agree that I have ran into a few of those failures. Thanks for the great read.
October 15th, 2008 at 09:25
Very nice insight! I enjoyed reading through and definitely could agree that I have ran into a few of those failures. Thanks for the great read.
October 15th, 2008 at 09:25
Very nice insight! I enjoyed reading through and definitely could agree that I have ran into a few of those failures. Thanks for the great read.
October 15th, 2008 at 09:25
Very nice insight! I enjoyed reading through and definitely could agree that I have ran into a few of those failures. Thanks for the great read.
October 15th, 2008 at 09:25
Very nice insight! I enjoyed reading through and definitely could agree that I have ran into a few of those failures. Thanks for the great read.
October 15th, 2008 at 09:25
Very nice insight! I enjoyed reading through and definitely could agree that I have ran into a few of those failures. Thanks for the great read.
October 15th, 2008 at 09:25
Very nice insight! I enjoyed reading through and definitely could agree that I have ran into a few of those failures. Thanks for the great read.
October 15th, 2008 at 09:25
Very nice insight! I enjoyed reading through and definitely could agree that I have ran into a few of those failures. Thanks for the great read.
October 15th, 2008 at 09:25
Very nice insight! I enjoyed reading through and definitely could agree that I have ran into a few of those failures. Thanks for the great read.
October 15th, 2008 at 09:25
Very nice insight! I enjoyed reading through and definitely could agree that I have ran into a few of those failures. Thanks for the great read.
October 15th, 2008 at 09:25
Very nice insight! I enjoyed reading through and definitely could agree that I have ran into a few of those failures. Thanks for the great read.
October 15th, 2008 at 09:25
Very nice insight! I enjoyed reading through and definitely could agree that I have ran into a few of those failures. Thanks for the great read.
October 15th, 2008 at 09:25
Very nice insight! I enjoyed reading through and definitely could agree that I have ran into a few of those failures. Thanks for the great read.
October 15th, 2008 at 10:53
#21 is -huge-
October 15th, 2008 at 10:53
#21 is -huge-
October 15th, 2008 at 10:53
#21 is -huge-
October 15th, 2008 at 10:53
#21 is -huge-
October 15th, 2008 at 10:53
#21 is -huge-
October 15th, 2008 at 10:53
#21 is -huge-
October 15th, 2008 at 10:53
#21 is -huge-
October 15th, 2008 at 10:53
#21 is -huge-
October 15th, 2008 at 10:53
#21 is -huge-
October 15th, 2008 at 10:53
#21 is -huge-
October 15th, 2008 at 10:53
#21 is -huge-
October 15th, 2008 at 10:53
#21 is -huge-
October 15th, 2008 at 10:53
#21 is -huge-
October 15th, 2008 at 10:53
#21 is -huge-
October 15th, 2008 at 10:53
#21 is -huge-
October 15th, 2008 at 10:53
#21 is -huge-
October 15th, 2008 at 10:53
#21 is -huge-
October 15th, 2008 at 10:53
#21 is -huge-
October 15th, 2008 at 10:53
#21 is -huge-
October 15th, 2008 at 10:53
#21 is -huge-
October 15th, 2008 at 10:53
#21 is -huge-
October 15th, 2008 at 10:53
#21 is -huge-
October 15th, 2008 at 10:53
#21 is -huge-
October 15th, 2008 at 10:53
#21 is -huge-
October 15th, 2008 at 10:53
#21 is -huge-
October 15th, 2008 at 10:53
#21 is -huge-
October 15th, 2008 at 10:53
#21 is -huge-
October 15th, 2008 at 10:53
#21 is -huge-
October 15th, 2008 at 10:53
#21 is -huge-
October 15th, 2008 at 10:53
#21 is -huge-
October 15th, 2008 at 10:53
#21 is -huge-
October 15th, 2008 at 10:53
#21 is -huge-
October 15th, 2008 at 10:53
#21 is -huge-
October 15th, 2008 at 16:56
Thanks man… hopefully it will help spare you from experiencing / creating / watching all of them like myself
October 15th, 2008 at 16:56
Thanks man… hopefully it will help spare you from experiencing / creating / watching all of them like myself
October 15th, 2008 at 16:56
Thanks man… hopefully it will help spare you from experiencing / creating / watching all of them like myself
October 15th, 2008 at 16:56
Thanks man… hopefully it will help spare you from experiencing / creating / watching all of them like myself
October 15th, 2008 at 16:56
Thanks man… hopefully it will help spare you from experiencing / creating / watching all of them like myself
October 15th, 2008 at 16:56
Thanks man… hopefully it will help spare you from experiencing / creating / watching all of them like myself
October 15th, 2008 at 16:56
Thanks man… hopefully it will help spare you from experiencing / creating / watching all of them like myself
October 15th, 2008 at 16:56
Thanks man… hopefully it will help spare you from experiencing / creating / watching all of them like myself
October 15th, 2008 at 16:56
Thanks man… hopefully it will help spare you from experiencing / creating / watching all of them like myself
October 15th, 2008 at 16:56
Thanks man… hopefully it will help spare you from experiencing / creating / watching all of them like myself
October 15th, 2008 at 16:56
Thanks man… hopefully it will help spare you from experiencing / creating / watching all of them like myself
October 15th, 2008 at 16:56
Thanks man… hopefully it will help spare you from experiencing / creating / watching all of them like myself
October 15th, 2008 at 16:56
Thanks man… hopefully it will help spare you from experiencing / creating / watching all of them like myself
October 15th, 2008 at 16:56
Thanks man… hopefully it will help spare you from experiencing / creating / watching all of them like myself
October 15th, 2008 at 16:56
Thanks man… hopefully it will help spare you from experiencing / creating / watching all of them like myself
October 15th, 2008 at 16:56
Thanks man… hopefully it will help spare you from experiencing / creating / watching all of them like myself
October 15th, 2008 at 16:56
Thanks man… hopefully it will help spare you from experiencing / creating / watching all of them like myself
October 15th, 2008 at 16:56
Thanks man… hopefully it will help spare you from experiencing / creating / watching all of them like myself
October 15th, 2008 at 16:56
Thanks man… hopefully it will help spare you from experiencing / creating / watching all of them like myself
October 15th, 2008 at 16:56
Thanks man… hopefully it will help spare you from experiencing / creating / watching all of them like myself
October 15th, 2008 at 16:56
Thanks man… hopefully it will help spare you from experiencing / creating / watching all of them like myself
October 15th, 2008 at 16:56
Thanks man… hopefully it will help spare you from experiencing / creating / watching all of them like myself
October 15th, 2008 at 16:56
Thanks man… hopefully it will help spare you from experiencing / creating / watching all of them like myself
October 15th, 2008 at 16:56
Thanks man… hopefully it will help spare you from experiencing / creating / watching all of them like myself
October 15th, 2008 at 16:56
Thanks man… hopefully it will help spare you from experiencing / creating / watching all of them like myself
October 15th, 2008 at 16:56
Thanks man… hopefully it will help spare you from experiencing / creating / watching all of them like myself
October 15th, 2008 at 16:56
Thanks man… hopefully it will help spare you from experiencing / creating / watching all of them like myself
October 15th, 2008 at 16:56
Thanks man… hopefully it will help spare you from experiencing / creating / watching all of them like myself
October 15th, 2008 at 16:56
Thanks man… hopefully it will help spare you from experiencing / creating / watching all of them like myself
October 15th, 2008 at 16:56
Thanks man… hopefully it will help spare you from experiencing / creating / watching all of them like myself
October 15th, 2008 at 16:56
Thanks man… hopefully it will help spare you from experiencing / creating / watching all of them like myself
October 15th, 2008 at 16:56
Thanks man… hopefully it will help spare you from experiencing / creating / watching all of them like myself
October 15th, 2008 at 16:56
Thanks man… hopefully it will help spare you from experiencing / creating / watching all of them like myself
October 15th, 2008 at 17:01
Is it more important for startups or larger companies?
I've seen the downside of it far more in larger companies through the cycle of commitments and slow failures, but perhaps the downside of it in startups is bigger: quick death.
October 15th, 2008 at 17:01
Is it more important for startups or larger companies?
I've seen the downside of it far more in larger companies through the cycle of commitments and slow failures, but perhaps the downside of it in startups is bigger: quick death.
October 15th, 2008 at 17:01
Is it more important for startups or larger companies?
I've seen the downside of it far more in larger companies through the cycle of commitments and slow failures, but perhaps the downside of it in startups is bigger: quick death.
October 15th, 2008 at 17:01
Is it more important for startups or larger companies?
I've seen the downside of it far more in larger companies through the cycle of commitments and slow failures, but perhaps the downside of it in startups is bigger: quick death.
October 15th, 2008 at 17:01
Is it more important for startups or larger companies?
I've seen the downside of it far more in larger companies through the cycle of commitments and slow failures, but perhaps the downside of it in startups is bigger: quick death.
October 15th, 2008 at 17:01
Is it more important for startups or larger companies?
I've seen the downside of it far more in larger companies through the cycle of commitments and slow failures, but perhaps the downside of it in startups is bigger: quick death.
October 15th, 2008 at 17:01
Is it more important for startups or larger companies?
I've seen the downside of it far more in larger companies through the cycle of commitments and slow failures, but perhaps the downside of it in startups is bigger: quick death.
October 15th, 2008 at 17:01
Is it more important for startups or larger companies?
I've seen the downside of it far more in larger companies through the cycle of commitments and slow failures, but perhaps the downside of it in startups is bigger: quick death.
October 15th, 2008 at 17:01
Is it more important for startups or larger companies?
I've seen the downside of it far more in larger companies through the cycle of commitments and slow failures, but perhaps the downside of it in startups is bigger: quick death.
October 15th, 2008 at 17:01
Is it more important for startups or larger companies?
I've seen the downside of it far more in larger companies through the cycle of commitments and slow failures, but perhaps the downside of it in startups is bigger: quick death.
October 15th, 2008 at 17:01
Is it more important for startups or larger companies?
I've seen the downside of it far more in larger companies through the cycle of commitments and slow failures, but perhaps the downside of it in startups is bigger: quick death.
October 15th, 2008 at 17:01
Is it more important for startups or larger companies?
I've seen the downside of it far more in larger companies through the cycle of commitments and slow failures, but perhaps the downside of it in startups is bigger: quick death.
October 15th, 2008 at 17:01
Is it more important for startups or larger companies?
I've seen the downside of it far more in larger companies through the cycle of commitments and slow failures, but perhaps the downside of it in startups is bigger: quick death.
October 15th, 2008 at 17:01
Is it more important for startups or larger companies?
I've seen the downside of it far more in larger companies through the cycle of commitments and slow failures, but perhaps the downside of it in startups is bigger: quick death.
October 15th, 2008 at 17:01
Is it more important for startups or larger companies?
I've seen the downside of it far more in larger companies through the cycle of commitments and slow failures, but perhaps the downside of it in startups is bigger: quick death.
October 15th, 2008 at 17:01
Is it more important for startups or larger companies?
I've seen the downside of it far more in larger companies through the cycle of commitments and slow failures, but perhaps the downside of it in startups is bigger: quick death.
October 15th, 2008 at 17:01
Is it more important for startups or larger companies?
I've seen the downside of it far more in larger companies through the cycle of commitments and slow failures, but perhaps the downside of it in startups is bigger: quick death.
October 15th, 2008 at 17:01
Is it more important for startups or larger companies?
I've seen the downside of it far more in larger companies through the cycle of commitments and slow failures, but perhaps the downside of it in startups is bigger: quick death.
October 15th, 2008 at 17:01
Is it more important for startups or larger companies?
I've seen the downside of it far more in larger companies through the cycle of commitments and slow failures, but perhaps the downside of it in startups is bigger: quick death.
October 15th, 2008 at 17:01
Is it more important for startups or larger companies?
I've seen the downside of it far more in larger companies through the cycle of commitments and slow failures, but perhaps the downside of it in startups is bigger: quick death.
October 15th, 2008 at 17:01
Is it more important for startups or larger companies?
I've seen the downside of it far more in larger companies through the cycle of commitments and slow failures, but perhaps the downside of it in startups is bigger: quick death.
October 15th, 2008 at 17:01
Is it more important for startups or larger companies?
I've seen the downside of it far more in larger companies through the cycle of commitments and slow failures, but perhaps the downside of it in startups is bigger: quick death.
October 15th, 2008 at 17:01
Is it more important for startups or larger companies?
I've seen the downside of it far more in larger companies through the cycle of commitments and slow failures, but perhaps the downside of it in startups is bigger: quick death.
October 15th, 2008 at 17:01
Is it more important for startups or larger companies?
I've seen the downside of it far more in larger companies through the cycle of commitments and slow failures, but perhaps the downside of it in startups is bigger: quick death.
October 15th, 2008 at 17:01
Is it more important for startups or larger companies?
I've seen the downside of it far more in larger companies through the cycle of commitments and slow failures, but perhaps the downside of it in startups is bigger: quick death.
October 15th, 2008 at 17:01
Is it more important for startups or larger companies?
I've seen the downside of it far more in larger companies through the cycle of commitments and slow failures, but perhaps the downside of it in startups is bigger: quick death.
October 15th, 2008 at 17:01
Is it more important for startups or larger companies?
I've seen the downside of it far more in larger companies through the cycle of commitments and slow failures, but perhaps the downside of it in startups is bigger: quick death.
October 15th, 2008 at 17:01
Is it more important for startups or larger companies?
I've seen the downside of it far more in larger companies through the cycle of commitments and slow failures, but perhaps the downside of it in startups is bigger: quick death.
October 15th, 2008 at 17:01
Is it more important for startups or larger companies?
I've seen the downside of it far more in larger companies through the cycle of commitments and slow failures, but perhaps the downside of it in startups is bigger: quick death.
October 15th, 2008 at 17:01
Is it more important for startups or larger companies?
I've seen the downside of it far more in larger companies through the cycle of commitments and slow failures, but perhaps the downside of it in startups is bigger: quick death.
October 15th, 2008 at 17:01
Is it more important for startups or larger companies?
I've seen the downside of it far more in larger companies through the cycle of commitments and slow failures, but perhaps the downside of it in startups is bigger: quick death.
October 15th, 2008 at 17:01
Is it more important for startups or larger companies?
I've seen the downside of it far more in larger companies through the cycle of commitments and slow failures, but perhaps the downside of it in startups is bigger: quick death.
October 15th, 2008 at 17:01
Is it more important for startups or larger companies?
I've seen the downside of it far more in larger companies through the cycle of commitments and slow failures, but perhaps the downside of it in startups is bigger: quick death.
October 15th, 2008 at 17:41
Clarification: -huge- in -huge- companies
It is very common to see a flurry of activity where there is no direction or ready application to overall company goals. I think of it like a rowing team (horrible analogy?) graphic where the longer the boat the more likely you are to see rowers pulling either out of sequence or in the wrong direction.
Contrast this in a startup — it would be devastating. You're in a dingy and the rowing can be the difference between turning circles or making progress towards a rewarding success or rewarding failure.
October 15th, 2008 at 17:41
Clarification: -huge- in -huge- companies
It is very common to see a flurry of activity where there is no direction or ready application to overall company goals. I think of it like a rowing team (horrible analogy?) graphic where the longer the boat the more likely you are to see rowers pulling either out of sequence or in the wrong direction.
Contrast this in a startup — it would be devastating. You're in a dingy and the rowing can be the difference between turning circles or making progress towards a rewarding success or rewarding failure.
October 15th, 2008 at 17:41
Clarification: -huge- in -huge- companies
It is very common to see a flurry of activity where there is no direction or ready application to overall company goals. I think of it like a rowing team (horrible analogy?) graphic where the longer the boat the more likely you are to see rowers pulling either out of sequence or in the wrong direction.
Contrast this in a startup — it would be devastating. You're in a dingy and the rowing can be the difference between turning circles or making progress towards a rewarding success or rewarding failure.
October 15th, 2008 at 17:41
Clarification: -huge- in -huge- companies
It is very common to see a flurry of activity where there is no direction or ready application to overall company goals. I think of it like a rowing team (horrible analogy?) graphic where the longer the boat the more likely you are to see rowers pulling either out of sequence or in the wrong direction.
Contrast this in a startup — it would be devastating. You're in a dingy and the rowing can be the difference between turning circles or making progress towards a rewarding success or rewarding failure.
October 15th, 2008 at 17:41
Clarification: -huge- in -huge- companies
It is very common to see a flurry of activity where there is no direction or ready application to overall company goals. I think of it like a rowing team (horrible analogy?) graphic where the longer the boat the more likely you are to see rowers pulling either out of sequence or in the wrong direction.
Contrast this in a startup — it would be devastating. You're in a dingy and the rowing can be the difference between turning circles or making progress towards a rewarding success or rewarding failure.
October 15th, 2008 at 17:41
Clarification: -huge- in -huge- companies
It is very common to see a flurry of activity where there is no direction or ready application to overall company goals. I think of it like a rowing team (horrible analogy?) graphic where the longer the boat the more likely you are to see rowers pulling either out of sequence or in the wrong direction.
Contrast this in a startup — it would be devastating. You're in a dingy and the rowing can be the difference between turning circles or making progress towards a rewarding success or rewarding failure.
October 15th, 2008 at 17:41
Clarification: -huge- in -huge- companies
It is very common to see a flurry of activity where there is no direction or ready application to overall company goals. I think of it like a rowing team (horrible analogy?) graphic where the longer the boat the more likely you are to see rowers pulling either out of sequence or in the wrong direction.
Contrast this in a startup — it would be devastating. You're in a dingy and the rowing can be the difference between turning circles or making progress towards a rewarding success or rewarding failure.
October 15th, 2008 at 17:41
Clarification: -huge- in -huge- companies
It is very common to see a flurry of activity where there is no direction or ready application to overall company goals. I think of it like a rowing team (horrible analogy?) graphic where the longer the boat the more likely you are to see rowers pulling either out of sequence or in the wrong direction.
Contrast this in a startup — it would be devastating. You're in a dingy and the rowing can be the difference between turning circles or making progress towards a rewarding success or rewarding failure.
October 15th, 2008 at 17:41
Clarification: -huge- in -huge- companies
It is very common to see a flurry of activity where there is no direction or ready application to overall company goals. I think of it like a rowing team (horrible analogy?) graphic where the longer the boat the more likely you are to see rowers pulling either out of sequence or in the wrong direction.
Contrast this in a startup — it would be devastating. You're in a dingy and the rowing can be the difference between turning circles or making progress towards a rewarding success or rewarding failure.
October 15th, 2008 at 17:41
Clarification: -huge- in -huge- companies
It is very common to see a flurry of activity where there is no direction or ready application to overall company goals. I think of it like a rowing team (horrible analogy?) graphic where the longer the boat the more likely you are to see rowers pulling either out of sequence or in the wrong direction.
Contrast this in a startup — it would be devastating. You're in a dingy and the rowing can be the difference between turning circles or making progress towards a rewarding success or rewarding failure.
October 15th, 2008 at 17:41
Clarification: -huge- in -huge- companies
It is very common to see a flurry of activity where there is no direction or ready application to overall company goals. I think of it like a rowing team (horrible analogy?) graphic where the longer the boat the more likely you are to see rowers pulling either out of sequence or in the wrong direction.
Contrast this in a startup — it would be devastating. You're in a dingy and the rowing can be the difference between turning circles or making progress towards a rewarding success or rewarding failure.
October 15th, 2008 at 17:41
Clarification: -huge- in -huge- companies
It is very common to see a flurry of activity where there is no direction or ready application to overall company goals. I think of it like a rowing team (horrible analogy?) graphic where the longer the boat the more likely you are to see rowers pulling either out of sequence or in the wrong direction.
Contrast this in a startup — it would be devastating. You're in a dingy and the rowing can be the difference between turning circles or making progress towards a rewarding success or rewarding failure.
October 15th, 2008 at 17:41
Clarification: -huge- in -huge- companies
It is very common to see a flurry of activity where there is no direction or ready application to overall company goals. I think of it like a rowing team (horrible analogy?) graphic where the longer the boat the more likely you are to see rowers pulling either out of sequence or in the wrong direction.
Contrast this in a startup — it would be devastating. You're in a dingy and the rowing can be the difference between turning circles or making progress towards a rewarding success or rewarding failure.
October 15th, 2008 at 17:41
Clarification: -huge- in -huge- companies
It is very common to see a flurry of activity where there is no direction or ready application to overall company goals. I think of it like a rowing team (horrible analogy?) graphic where the longer the boat the more likely you are to see rowers pulling either out of sequence or in the wrong direction.
Contrast this in a startup — it would be devastating. You're in a dingy and the rowing can be the difference between turning circles or making progress towards a rewarding success or rewarding failure.
October 15th, 2008 at 17:41
Clarification: -huge- in -huge- companies
It is very common to see a flurry of activity where there is no direction or ready application to overall company goals. I think of it like a rowing team (horrible analogy?) graphic where the longer the boat the more likely you are to see rowers pulling either out of sequence or in the wrong direction.
Contrast this in a startup — it would be devastating. You're in a dingy and the rowing can be the difference between turning circles or making progress towards a rewarding success or rewarding failure.
October 15th, 2008 at 17:41
Clarification: -huge- in -huge- companies
It is very common to see a flurry of activity where there is no direction or ready application to overall company goals. I think of it like a rowing team (horrible analogy?) graphic where the longer the boat the more likely you are to see rowers pulling either out of sequence or in the wrong direction.
Contrast this in a startup — it would be devastating. You're in a dingy and the rowing can be the difference between turning circles or making progress towards a rewarding success or rewarding failure.
October 15th, 2008 at 17:41
Clarification: -huge- in -huge- companies
It is very common to see a flurry of activity where there is no direction or ready application to overall company goals. I think of it like a rowing team (horrible analogy?) graphic where the longer the boat the more likely you are to see rowers pulling either out of sequence or in the wrong direction.
Contrast this in a startup — it would be devastating. You're in a dingy and the rowing can be the difference between turning circles or making progress towards a rewarding success or rewarding failure.
October 15th, 2008 at 17:41
Clarification: -huge- in -huge- companies
It is very common to see a flurry of activity where there is no direction or ready application to overall company goals. I think of it like a rowing team (horrible analogy?) graphic where the longer the boat the more likely you are to see rowers pulling either out of sequence or in the wrong direction.
Contrast this in a startup — it would be devastating. You're in a dingy and the rowing can be the difference between turning circles or making progress towards a rewarding success or rewarding failure.
October 15th, 2008 at 17:41
Clarification: -huge- in -huge- companies
It is very common to see a flurry of activity where there is no direction or ready application to overall company goals. I think of it like a rowing team (horrible analogy?) graphic where the longer the boat the more likely you are to see rowers pulling either out of sequence or in the wrong direction.
Contrast this in a startup — it would be devastating. You're in a dingy and the rowing can be the difference between turning circles or making progress towards a rewarding success or rewarding failure.
October 15th, 2008 at 17:41
Clarification: -huge- in -huge- companies
It is very common to see a flurry of activity where there is no direction or ready application to overall company goals. I think of it like a rowing team (horrible analogy?) graphic where the longer the boat the more likely you are to see rowers pulling either out of sequence or in the wrong direction.
Contrast this in a startup — it would be devastating. You're in a dingy and the rowing can be the difference between turning circles or making progress towards a rewarding success or rewarding failure.
October 15th, 2008 at 17:41
Clarification: -huge- in -huge- companies
It is very common to see a flurry of activity where there is no direction or ready application to overall company goals. I think of it like a rowing team (horrible analogy?) graphic where the longer the boat the more likely you are to see rowers pulling either out of sequence or in the wrong direction.
Contrast this in a startup — it would be devastating. You're in a dingy and the rowing can be the difference between turning circles or making progress towards a rewarding success or rewarding failure.
October 15th, 2008 at 17:41
Clarification: -huge- in -huge- companies
It is very common to see a flurry of activity where there is no direction or ready application to overall company goals. I think of it like a rowing team (horrible analogy?) graphic where the longer the boat the more likely you are to see rowers pulling either out of sequence or in the wrong direction.
Contrast this in a startup — it would be devastating. You're in a dingy and the rowing can be the difference between turning circles or making progress towards a rewarding success or rewarding failure.
October 15th, 2008 at 17:41
Clarification: -huge- in -huge- companies
It is very common to see a flurry of activity where there is no direction or ready application to overall company goals. I think of it like a rowing team (horrible analogy?) graphic where the longer the boat the more likely you are to see rowers pulling either out of sequence or in the wrong direction.
Contrast this in a startup — it would be devastating. You're in a dingy and the rowing can be the difference between turning circles or making progress towards a rewarding success or rewarding failure.
October 15th, 2008 at 17:41
Clarification: -huge- in -huge- companies
It is very common to see a flurry of activity where there is no direction or ready application to overall company goals. I think of it like a rowing team (horrible analogy?) graphic where the longer the boat the more likely you are to see rowers pulling either out of sequence or in the wrong direction.
Contrast this in a startup — it would be devastating. You're in a dingy and the rowing can be the difference between turning circles or making progress towards a rewarding success or rewarding failure.
October 15th, 2008 at 17:41
Clarification: -huge- in -huge- companies
It is very common to see a flurry of activity where there is no direction or ready application to overall company goals. I think of it like a rowing team (horrible analogy?) graphic where the longer the boat the more likely you are to see rowers pulling either out of sequence or in the wrong direction.
Contrast this in a startup — it would be devastating. You're in a dingy and the rowing can be the difference between turning circles or making progress towards a rewarding success or rewarding failure.
October 15th, 2008 at 17:41
Clarification: -huge- in -huge- companies
It is very common to see a flurry of activity where there is no direction or ready application to overall company goals. I think of it like a rowing team (horrible analogy?) graphic where the longer the boat the more likely you are to see rowers pulling either out of sequence or in the wrong direction.
Contrast this in a startup — it would be devastating. You're in a dingy and the rowing can be the difference between turning circles or making progress towards a rewarding success or rewarding failure.
October 15th, 2008 at 17:41
Clarification: -huge- in -huge- companies
It is very common to see a flurry of activity where there is no direction or ready application to overall company goals. I think of it like a rowing team (horrible analogy?) graphic where the longer the boat the more likely you are to see rowers pulling either out of sequence or in the wrong direction.
Contrast this in a startup — it would be devastating. You're in a dingy and the rowing can be the difference between turning circles or making progress towards a rewarding success or rewarding failure.
October 15th, 2008 at 17:41
Clarification: -huge- in -huge- companies
It is very common to see a flurry of activity where there is no direction or ready application to overall company goals. I think of it like a rowing team (horrible analogy?) graphic where the longer the boat the more likely you are to see rowers pulling either out of sequence or in the wrong direction.
Contrast this in a startup — it would be devastating. You're in a dingy and the rowing can be the difference between turning circles or making progress towards a rewarding success or rewarding failure.
October 15th, 2008 at 17:41
Clarification: -huge- in -huge- companies
It is very common to see a flurry of activity where there is no direction or ready application to overall company goals. I think of it like a rowing team (horrible analogy?) graphic where the longer the boat the more likely you are to see rowers pulling either out of sequence or in the wrong direction.
Contrast this in a startup — it would be devastating. You're in a dingy and the rowing can be the difference between turning circles or making progress towards a rewarding success or rewarding failure.
October 15th, 2008 at 17:41
Clarification: -huge- in -huge- companies
It is very common to see a flurry of activity where there is no direction or ready application to overall company goals. I think of it like a rowing team (horrible analogy?) graphic where the longer the boat the more likely you are to see rowers pulling either out of sequence or in the wrong direction.
Contrast this in a startup — it would be devastating. You're in a dingy and the rowing can be the difference between turning circles or making progress towards a rewarding success or rewarding failure.
October 15th, 2008 at 17:41
Clarification: -huge- in -huge- companies
It is very common to see a flurry of activity where there is no direction or ready application to overall company goals. I think of it like a rowing team (horrible analogy?) graphic where the longer the boat the more likely you are to see rowers pulling either out of sequence or in the wrong direction.
Contrast this in a startup — it would be devastating. You're in a dingy and the rowing can be the difference between turning circles or making progress towards a rewarding success or rewarding failure.
October 15th, 2008 at 17:41
Clarification: -huge- in -huge- companies
It is very common to see a flurry of activity where there is no direction or ready application to overall company goals. I think of it like a rowing team (horrible analogy?) graphic where the longer the boat the more likely you are to see rowers pulling either out of sequence or in the wrong direction.
Contrast this in a startup — it would be devastating. You're in a dingy and the rowing can be the difference between turning circles or making progress towards a rewarding success or rewarding failure.
October 15th, 2008 at 17:41
Clarification: -huge- in -huge- companies
It is very common to see a flurry of activity where there is no direction or ready application to overall company goals. I think of it like a rowing team (horrible analogy?) graphic where the longer the boat the more likely you are to see rowers pulling either out of sequence or in the wrong direction.
Contrast this in a startup — it would be devastating. You're in a dingy and the rowing can be the difference between turning circles or making progress towards a rewarding success or rewarding failure.
October 17th, 2008 at 00:05
[...] the Unstructured Ventures blog there’s an article entitled How To Fail, which lists 25 business guidelines, and alternative idea for each guideline. Number 7 discusses [...]
October 17th, 2008 at 09:19
yo mom
October 18th, 2008 at 09:02
[...] Spirit How to Fail: 25 Secrets Learned through FailureWarren Buffet’s 10 Ways to Get [...]
October 18th, 2008 at 12:34
[...] them. But a smart person will learn from the mistakes of others. Taylor Davidson writes about mistakes that people and businesses make. Hopefully if you know the dangers, you can avoid them as you [...]
October 19th, 2008 at 17:57
[...] http://www.unstructuredventures.com October 19, 2008 at 5:57 pm by Eric Marquis Category: Commentaire, folieTags: erreur, oppinion, point de vue, questionnement, réflexion [...]
October 20th, 2008 at 07:19
[...] Feed Item View This Article Email This To A Friend [...]
October 22nd, 2008 at 15:01
[...] This morning I stumbled upon this article “How to Fail: 25 Secrets Learned Though Failure” over at UnstructuredAdventures.com [...]
November 2nd, 2008 at 08:55
[...] How to Fail: 25 Secrets Learned through Failure | Unstructured Thoughts by Taylor Davidson (tags: wisdom tips thinking success strategy startup rules projects secrets venture) [...]
November 7th, 2008 at 01:52
How to Fail: 25 Secrets Learned through Failure…
Knowing the secrets to failing in a business venture is as important as knowing the secrets to success. They teach you what you must not do and imply indirectly what you should actually try to do to succeed. The first sixteen primarily address strategi…
November 7th, 2008 at 12:50
This is a great article I like specifically how you pointed out how to learn from some of these mishaps and why they are so easy to fall into. Thanks for posting!
Kevin
http://www.kidsdesk.net
November 7th, 2008 at 12:50
This is a great article I like specifically how you pointed out how to learn from some of these mishaps and why they are so easy to fall into. Thanks for posting!
Kevin
http://www.kidsdesk.net
November 7th, 2008 at 12:50
This is a great article I like specifically how you pointed out how to learn from some of these mishaps and why they are so easy to fall into. Thanks for posting!
Kevin
http://www.kidsdesk.net
November 7th, 2008 at 12:50
This is a great article I like specifically how you pointed out how to learn from some of these mishaps and why they are so easy to fall into. Thanks for posting!
Kevin
http://www.kidsdesk.net
November 7th, 2008 at 12:50
This is a great article I like specifically how you pointed out how to learn from some of these mishaps and why they are so easy to fall into. Thanks for posting!
Kevin
http://www.kidsdesk.net
November 7th, 2008 at 12:50
This is a great article I like specifically how you pointed out how to learn from some of these mishaps and why they are so easy to fall into. Thanks for posting!
Kevin
http://www.kidsdesk.net
November 7th, 2008 at 12:50
This is a great article I like specifically how you pointed out how to learn from some of these mishaps and why they are so easy to fall into. Thanks for posting!
Kevin
http://www.kidsdesk.net
November 7th, 2008 at 12:50
This is a great article I like specifically how you pointed out how to learn from some of these mishaps and why they are so easy to fall into. Thanks for posting!
Kevin
http://www.kidsdesk.net
November 7th, 2008 at 12:50
This is a great article I like specifically how you pointed out how to learn from some of these mishaps and why they are so easy to fall into. Thanks for posting!
Kevin
http://www.kidsdesk.net
November 7th, 2008 at 12:50
This is a great article I like specifically how you pointed out how to learn from some of these mishaps and why they are so easy to fall into. Thanks for posting!
Kevin
http://www.kidsdesk.net
November 7th, 2008 at 12:50
This is a great article I like specifically how you pointed out how to learn from some of these mishaps and why they are so easy to fall into. Thanks for posting!
Kevin
http://www.kidsdesk.net
November 7th, 2008 at 12:50
This is a great article I like specifically how you pointed out how to learn from some of these mishaps and why they are so easy to fall into. Thanks for posting!
Kevin
http://www.kidsdesk.net
November 7th, 2008 at 12:50
This is a great article I like specifically how you pointed out how to learn from some of these mishaps and why they are so easy to fall into. Thanks for posting!
Kevin
http://www.kidsdesk.net
November 8th, 2008 at 06:23
Dithering! The main reason for failure! It drives me nuts when someone has to plan for any ontingeny, no matter how remote. My God! Get up and get moving!
Expect a swarm from Daily Blog Tips. What a swell post. I'm off to look around here further, and have subscribed.
November 8th, 2008 at 06:23
Dithering! The main reason for failure! It drives me nuts when someone has to plan for any ontingeny, no matter how remote. My God! Get up and get moving!
Expect a swarm from Daily Blog Tips. What a swell post. I'm off to look around here further, and have subscribed.
November 8th, 2008 at 06:23
Dithering! The main reason for failure! It drives me nuts when someone has to plan for any ontingeny, no matter how remote. My God! Get up and get moving!
Expect a swarm from Daily Blog Tips. What a swell post. I'm off to look around here further, and have subscribed.
November 8th, 2008 at 06:23
Dithering! The main reason for failure! It drives me nuts when someone has to plan for any ontingeny, no matter how remote. My God! Get up and get moving!
Expect a swarm from Daily Blog Tips. What a swell post. I'm off to look around here further, and have subscribed.
November 8th, 2008 at 06:23
Dithering! The main reason for failure! It drives me nuts when someone has to plan for any ontingeny, no matter how remote. My God! Get up and get moving!
Expect a swarm from Daily Blog Tips. What a swell post. I'm off to look around here further, and have subscribed.
November 8th, 2008 at 06:23
Dithering! The main reason for failure! It drives me nuts when someone has to plan for any ontingeny, no matter how remote. My God! Get up and get moving!
Expect a swarm from Daily Blog Tips. What a swell post. I'm off to look around here further, and have subscribed.
November 8th, 2008 at 06:23
Dithering! The main reason for failure! It drives me nuts when someone has to plan for any ontingeny, no matter how remote. My God! Get up and get moving!
Expect a swarm from Daily Blog Tips. What a swell post. I'm off to look around here further, and have subscribed.
November 8th, 2008 at 06:23
Dithering! The main reason for failure! It drives me nuts when someone has to plan for any ontingeny, no matter how remote. My God! Get up and get moving!
Expect a swarm from Daily Blog Tips. What a swell post. I'm off to look around here further, and have subscribed.
November 8th, 2008 at 06:23
Dithering! The main reason for failure! It drives me nuts when someone has to plan for any ontingeny, no matter how remote. My God! Get up and get moving!
Expect a swarm from Daily Blog Tips. What a swell post. I'm off to look around here further, and have subscribed.
November 8th, 2008 at 06:23
Dithering! The main reason for failure! It drives me nuts when someone has to plan for any ontingeny, no matter how remote. My God! Get up and get moving!
Expect a swarm from Daily Blog Tips. What a swell post. I'm off to look around here further, and have subscribed.
November 8th, 2008 at 06:23
Dithering! The main reason for failure! It drives me nuts when someone has to plan for any ontingeny, no matter how remote. My God! Get up and get moving!
Expect a swarm from Daily Blog Tips. What a swell post. I'm off to look around here further, and have subscribed.
November 8th, 2008 at 06:23
Dithering! The main reason for failure! It drives me nuts when someone has to plan for any ontingeny, no matter how remote. My God! Get up and get moving!
Expect a swarm from Daily Blog Tips. What a swell post. I'm off to look around here further, and have subscribed.
November 8th, 2008 at 07:28
Being determined definitely helps us to guide us through tough time. I definitely agree that there is a big difference between determined and stubborn. One can aid you while the other can cause you to filter out the reality.
Cheers
Vincent
Personal Development Blogger
November 8th, 2008 at 07:28
Being determined definitely helps us to guide us through tough time. I definitely agree that there is a big difference between determined and stubborn. One can aid you while the other can cause you to filter out the reality.
Cheers
Vincent
Personal Development Blogger
November 8th, 2008 at 07:28
Being determined definitely helps us to guide us through tough time. I definitely agree that there is a big difference between determined and stubborn. One can aid you while the other can cause you to filter out the reality.
Cheers
Vincent
Personal Development Blogger
November 8th, 2008 at 07:28
Being determined definitely helps us to guide us through tough time. I definitely agree that there is a big difference between determined and stubborn. One can aid you while the other can cause you to filter out the reality.
Cheers
Vincent
Personal Development Blogger
November 8th, 2008 at 07:28
Being determined definitely helps us to guide us through tough time. I definitely agree that there is a big difference between determined and stubborn. One can aid you while the other can cause you to filter out the reality.
Cheers
Vincent
Personal Development Blogger
November 8th, 2008 at 07:28
Being determined definitely helps us to guide us through tough time. I definitely agree that there is a big difference between determined and stubborn. One can aid you while the other can cause you to filter out the reality.
Cheers
Vincent
Personal Development Blogger
November 8th, 2008 at 07:28
Being determined definitely helps us to guide us through tough time. I definitely agree that there is a big difference between determined and stubborn. One can aid you while the other can cause you to filter out the reality.
Cheers
Vincent
Personal Development Blogger
November 8th, 2008 at 07:28
Being determined definitely helps us to guide us through tough time. I definitely agree that there is a big difference between determined and stubborn. One can aid you while the other can cause you to filter out the reality.
Cheers
Vincent
Personal Development Blogger
November 8th, 2008 at 07:28
Being determined definitely helps us to guide us through tough time. I definitely agree that there is a big difference between determined and stubborn. One can aid you while the other can cause you to filter out the reality.
Cheers
Vincent
Personal Development Blogger
November 8th, 2008 at 07:28
Being determined definitely helps us to guide us through tough time. I definitely agree that there is a big difference between determined and stubborn. One can aid you while the other can cause you to filter out the reality.
Cheers
Vincent
Personal Development Blogger
November 8th, 2008 at 07:28
Being determined definitely helps us to guide us through tough time. I definitely agree that there is a big difference between determined and stubborn. One can aid you while the other can cause you to filter out the reality.
Cheers
Vincent
Personal Development Blogger
November 8th, 2008 at 07:28
Being determined definitely helps us to guide us through tough time. I definitely agree that there is a big difference between determined and stubborn. One can aid you while the other can cause you to filter out the reality.
Cheers
Vincent
Personal Development Blogger
November 8th, 2008 at 07:28
This eclectic list is kind of a foundation for how any business should operate. In fact, much of the content here could be vamped into a leadership course.
Success is not so much about technical knowledge or business acumen, but it's about the right attitude towards life and specifically towards people.
Great job. I'll be back.
Cheers
George
November 8th, 2008 at 07:28
This eclectic list is kind of a foundation for how any business should operate. In fact, much of the content here could be vamped into a leadership course.
Success is not so much about technical knowledge or business acumen, but it's about the right attitude towards life and specifically towards people.
Great job. I'll be back.
Cheers
George
November 8th, 2008 at 07:28
This eclectic list is kind of a foundation for how any business should operate. In fact, much of the content here could be vamped into a leadership course.
Success is not so much about technical knowledge or business acumen, but it's about the right attitude towards life and specifically towards people.
Great job. I'll be back.
Cheers
George
November 8th, 2008 at 07:28
This eclectic list is kind of a foundation for how any business should operate. In fact, much of the content here could be vamped into a leadership course.
Success is not so much about technical knowledge or business acumen, but it's about the right attitude towards life and specifically towards people.
Great job. I'll be back.
Cheers
George
November 8th, 2008 at 07:28
This eclectic list is kind of a foundation for how any business should operate. In fact, much of the content here could be vamped into a leadership course.
Success is not so much about technical knowledge or business acumen, but it's about the right attitude towards life and specifically towards people.
Great job. I'll be back.
Cheers
George
November 8th, 2008 at 07:28
This eclectic list is kind of a foundation for how any business should operate. In fact, much of the content here could be vamped into a leadership course.
Success is not so much about technical knowledge or business acumen, but it's about the right attitude towards life and specifically towards people.
Great job. I'll be back.
Cheers
George
November 8th, 2008 at 07:28
This eclectic list is kind of a foundation for how any business should operate. In fact, much of the content here could be vamped into a leadership course.
Success is not so much about technical knowledge or business acumen, but it's about the right attitude towards life and specifically towards people.
Great job. I'll be back.
Cheers
George
November 8th, 2008 at 07:28
This eclectic list is kind of a foundation for how any business should operate. In fact, much of the content here could be vamped into a leadership course.
Success is not so much about technical knowledge or business acumen, but it's about the right attitude towards life and specifically towards people.
Great job. I'll be back.
Cheers
George
November 8th, 2008 at 07:28
This eclectic list is kind of a foundation for how any business should operate. In fact, much of the content here could be vamped into a leadership course.
Success is not so much about technical knowledge or business acumen, but it's about the right attitude towards life and specifically towards people.
Great job. I'll be back.
Cheers
George
November 8th, 2008 at 07:28
This eclectic list is kind of a foundation for how any business should operate. In fact, much of the content here could be vamped into a leadership course.
Success is not so much about technical knowledge or business acumen, but it's about the right attitude towards life and specifically towards people.
Great job. I'll be back.
Cheers
George
November 8th, 2008 at 07:28
This eclectic list is kind of a foundation for how any business should operate. In fact, much of the content here could be vamped into a leadership course.
Success is not so much about technical knowledge or business acumen, but it's about the right attitude towards life and specifically towards people.
Great job. I'll be back.
Cheers
George
November 8th, 2008 at 07:28
This eclectic list is kind of a foundation for how any business should operate. In fact, much of the content here could be vamped into a leadership course.
Success is not so much about technical knowledge or business acumen, but it's about the right attitude towards life and specifically towards people.
Great job. I'll be back.
Cheers
George
November 8th, 2008 at 09:32
[...] is an interesting article on this topic on the blog Untructured Ventures, titled How to Fail: 25 Secrets Learned through Failure. Here is the first lesson: 1. Dither, dither, dither; plan, plan, plan. Instead: Fail fast. Fire, [...]
November 8th, 2008 at 13:34
Excellent set! The last is actually a Russian Proverb #25
#1 – #3 was a great reminder for me.
November 8th, 2008 at 13:34
Excellent set! The last is actually a Russian Proverb #25
#1 – #3 was a great reminder for me.
November 8th, 2008 at 13:34
Excellent set! The last is actually a Russian Proverb #25
#1 – #3 was a great reminder for me.
November 8th, 2008 at 13:34
Excellent set! The last is actually a Russian Proverb #25
#1 – #3 was a great reminder for me.
November 8th, 2008 at 13:34
Excellent set! The last is actually a Russian Proverb #25
#1 – #3 was a great reminder for me.
November 8th, 2008 at 13:34
Excellent set! The last is actually a Russian Proverb #25
#1 – #3 was a great reminder for me.
November 8th, 2008 at 13:34
Excellent set! The last is actually a Russian Proverb #25
#1 – #3 was a great reminder for me.
November 8th, 2008 at 13:34
Excellent set! The last is actually a Russian Proverb #25
#1 – #3 was a great reminder for me.
November 8th, 2008 at 13:34
Excellent set! The last is actually a Russian Proverb #25
#1 – #3 was a great reminder for me.
November 8th, 2008 at 13:34
Excellent set! The last is actually a Russian Proverb #25
#1 – #3 was a great reminder for me.
November 8th, 2008 at 13:34
Excellent set! The last is actually a Russian Proverb #25
#1 – #3 was a great reminder for me.
November 8th, 2008 at 13:34
Excellent set! The last is actually a Russian Proverb #25
#1 – #3 was a great reminder for me.
November 8th, 2008 at 14:09
#17 The Smartest Person In The Room…
It never ceases to amaze me how many people will trade the sale, the progress, or even their whole company just to prove to you beyond a shadow of a doubt that they are smarter and wiser than anyone else.
Of course a lot people talk a big game..but few when questioned about fundamentals and specifics can back up their “big game” talk.
November 8th, 2008 at 14:09
#17 The Smartest Person In The Room…
It never ceases to amaze me how many people will trade the sale, the progress, or even their whole company just to prove to you beyond a shadow of a doubt that they are smarter and wiser than anyone else.
Of course a lot people talk a big game..but few when questioned about fundamentals and specifics can back up their “big game” talk.
November 8th, 2008 at 14:09
#17 The Smartest Person In The Room…
It never ceases to amaze me how many people will trade the sale, the progress, or even their whole company just to prove to you beyond a shadow of a doubt that they are smarter and wiser than anyone else.
Of course a lot people talk a big game..but few when questioned about fundamentals and specifics can back up their “big game” talk.
November 8th, 2008 at 14:09
#17 The Smartest Person In The Room…
It never ceases to amaze me how many people will trade the sale, the progress, or even their whole company just to prove to you beyond a shadow of a doubt that they are smarter and wiser than anyone else.
Of course a lot people talk a big game..but few when questioned about fundamentals and specifics can back up their “big game” talk.
November 8th, 2008 at 14:09
#17 The Smartest Person In The Room…
It never ceases to amaze me how many people will trade the sale, the progress, or even their whole company just to prove to you beyond a shadow of a doubt that they are smarter and wiser than anyone else.
Of course a lot people talk a big game..but few when questioned about fundamentals and specifics can back up their “big game” talk.
November 8th, 2008 at 14:09
#17 The Smartest Person In The Room…
It never ceases to amaze me how many people will trade the sale, the progress, or even their whole company just to prove to you beyond a shadow of a doubt that they are smarter and wiser than anyone else.
Of course a lot people talk a big game..but few when questioned about fundamentals and specifics can back up their “big game” talk.
November 8th, 2008 at 14:09
#17 The Smartest Person In The Room…
It never ceases to amaze me how many people will trade the sale, the progress, or even their whole company just to prove to you beyond a shadow of a doubt that they are smarter and wiser than anyone else.
Of course a lot people talk a big game..but few when questioned about fundamentals and specifics can back up their “big game” talk.
November 8th, 2008 at 14:09
#17 The Smartest Person In The Room…
It never ceases to amaze me how many people will trade the sale, the progress, or even their whole company just to prove to you beyond a shadow of a doubt that they are smarter and wiser than anyone else.
Of course a lot people talk a big game..but few when questioned about fundamentals and specifics can back up their “big game” talk.
November 8th, 2008 at 14:09
#17 The Smartest Person In The Room…
It never ceases to amaze me how many people will trade the sale, the progress, or even their whole company just to prove to you beyond a shadow of a doubt that they are smarter and wiser than anyone else.
Of course a lot people talk a big game..but few when questioned about fundamentals and specifics can back up their “big game” talk.
November 8th, 2008 at 14:09
#17 The Smartest Person In The Room…
It never ceases to amaze me how many people will trade the sale, the progress, or even their whole company just to prove to you beyond a shadow of a doubt that they are smarter and wiser than anyone else.
Of course a lot people talk a big game..but few when questioned about fundamentals and specifics can back up their “big game” talk.
November 8th, 2008 at 14:09
#17 The Smartest Person In The Room…
It never ceases to amaze me how many people will trade the sale, the progress, or even their whole company just to prove to you beyond a shadow of a doubt that they are smarter and wiser than anyone else.
Of course a lot people talk a big game..but few when questioned about fundamentals and specifics can back up their “big game” talk.
November 8th, 2008 at 14:09
#17 The Smartest Person In The Room…
It never ceases to amaze me how many people will trade the sale, the progress, or even their whole company just to prove to you beyond a shadow of a doubt that they are smarter and wiser than anyone else.
Of course a lot people talk a big game..but few when questioned about fundamentals and specifics can back up their “big game” talk.
November 8th, 2008 at 17:22
Reading: the excellent “How to Fail: 25 Secrets Learned through Failure” ( http://tinyurl.com/3nzqob )
November 8th, 2008 at 16:29
Awesome list – thanks for putting into words what so many of us have been struggling with. I'd like to elaborate a little…
Addendum to #10:
First off, I love that you almost dropped the F-Bomb. That fucking rocks. There, now you can live vicariously through my public vulgarity.
Second, I love this point because so many business jump on NEW programs, NEW products, NEW brands – and in the process, loose the brand equity they've created in the OLD. If you're not pulling in the revenue, the worst thing you can do is get desperate and start shooting blindly in the sky hoping you'll connect with a bird. First, focus on making sure what you have is the best it can possibly be – and if you DO introduce anything new, it needs to be strategic and tie back in with your overarching promise to the client.
I could go on, but I would be dithering when I could be out there making money!
Cheryl
http://www.studioabsolute.com
November 8th, 2008 at 16:29
Awesome list – thanks for putting into words what so many of us have been struggling with. I'd like to elaborate a little…
Addendum to #10:
First off, I love that you almost dropped the F-Bomb. That fucking rocks. There, now you can live vicariously through my public vulgarity.
Second, I love this point because so many business jump on NEW programs, NEW products, NEW brands – and in the process, loose the brand equity they've created in the OLD. If you're not pulling in the revenue, the worst thing you can do is get desperate and start shooting blindly in the sky hoping you'll connect with a bird. First, focus on making sure what you have is the best it can possibly be – and if you DO introduce anything new, it needs to be strategic and tie back in with your overarching promise to the client.
I could go on, but I would be dithering when I could be out there making money!
Cheryl
http://www.studioabsolute.com
November 8th, 2008 at 16:29
Awesome list – thanks for putting into words what so many of us have been struggling with. I'd like to elaborate a little…
Addendum to #10:
First off, I love that you almost dropped the F-Bomb. That fucking rocks. There, now you can live vicariously through my public vulgarity.
Second, I love this point because so many business jump on NEW programs, NEW products, NEW brands – and in the process, loose the brand equity they've created in the OLD. If you're not pulling in the revenue, the worst thing you can do is get desperate and start shooting blindly in the sky hoping you'll connect with a bird. First, focus on making sure what you have is the best it can possibly be – and if you DO introduce anything new, it needs to be strategic and tie back in with your overarching promise to the client.
I could go on, but I would be dithering when I could be out there making money!
Cheryl
http://www.studioabsolute.com
November 8th, 2008 at 16:29
Awesome list – thanks for putting into words what so many of us have been struggling with. I'd like to elaborate a little…
Addendum to #10:
First off, I love that you almost dropped the F-Bomb. That fucking rocks. There, now you can live vicariously through my public vulgarity.
Second, I love this point because so many business jump on NEW programs, NEW products, NEW brands – and in the process, loose the brand equity they've created in the OLD. If you're not pulling in the revenue, the worst thing you can do is get desperate and start shooting blindly in the sky hoping you'll connect with a bird. First, focus on making sure what you have is the best it can possibly be – and if you DO introduce anything new, it needs to be strategic and tie back in with your overarching promise to the client.
I could go on, but I would be dithering when I could be out there making money!
Cheryl
http://www.studioabsolute.com
November 8th, 2008 at 16:29
Awesome list – thanks for putting into words what so many of us have been struggling with. I'd like to elaborate a little…
Addendum to #10:
First off, I love that you almost dropped the F-Bomb. That fucking rocks. There, now you can live vicariously through my public vulgarity.
Second, I love this point because so many business jump on NEW programs, NEW products, NEW brands – and in the process, loose the brand equity they've created in the OLD. If you're not pulling in the revenue, the worst thing you can do is get desperate and start shooting blindly in the sky hoping you'll connect with a bird. First, focus on making sure what you have is the best it can possibly be – and if you DO introduce anything new, it needs to be strategic and tie back in with your overarching promise to the client.
I could go on, but I would be dithering when I could be out there making money!
Cheryl
http://www.studioabsolute.com
November 8th, 2008 at 16:29
Awesome list – thanks for putting into words what so many of us have been struggling with. I'd like to elaborate a little…
Addendum to #10:
First off, I love that you almost dropped the F-Bomb. That fucking rocks. There, now you can live vicariously through my public vulgarity.
Second, I love this point because so many business jump on NEW programs, NEW products, NEW brands – and in the process, loose the brand equity they've created in the OLD. If you're not pulling in the revenue, the worst thing you can do is get desperate and start shooting blindly in the sky hoping you'll connect with a bird. First, focus on making sure what you have is the best it can possibly be – and if you DO introduce anything new, it needs to be strategic and tie back in with your overarching promise to the client.
I could go on, but I would be dithering when I could be out there making money!
Cheryl
http://www.studioabsolute.com
November 8th, 2008 at 16:29
Awesome list – thanks for putting into words what so many of us have been struggling with. I'd like to elaborate a little…
Addendum to #10:
First off, I love that you almost dropped the F-Bomb. That fucking rocks. There, now you can live vicariously through my public vulgarity.
Second, I love this point because so many business jump on NEW programs, NEW products, NEW brands – and in the process, loose the brand equity they've created in the OLD. If you're not pulling in the revenue, the worst thing you can do is get desperate and start shooting blindly in the sky hoping you'll connect with a bird. First, focus on making sure what you have is the best it can possibly be – and if you DO introduce anything new, it needs to be strategic and tie back in with your overarching promise to the client.
I could go on, but I would be dithering when I could be out there making money!
Cheryl
http://www.studioabsolute.com
November 8th, 2008 at 16:29
Awesome list – thanks for putting into words what so many of us have been struggling with. I'd like to elaborate a little…
Addendum to #10:
First off, I love that you almost dropped the F-Bomb. That fucking rocks. There, now you can live vicariously through my public vulgarity.
Second, I love this point because so many business jump on NEW programs, NEW products, NEW brands – and in the process, loose the brand equity they've created in the OLD. If you're not pulling in the revenue, the worst thing you can do is get desperate and start shooting blindly in the sky hoping you'll connect with a bird. First, focus on making sure what you have is the best it can possibly be – and if you DO introduce anything new, it needs to be strategic and tie back in with your overarching promise to the client.
I could go on, but I would be dithering when I could be out there making money!
Cheryl
http://www.studioabsolute.com
November 8th, 2008 at 16:29
Awesome list – thanks for putting into words what so many of us have been struggling with. I'd like to elaborate a little…
Addendum to #10:
First off, I love that you almost dropped the F-Bomb. That fucking rocks. There, now you can live vicariously through my public vulgarity.
Second, I love this point because so many business jump on NEW programs, NEW products, NEW brands – and in the process, loose the brand equity they've created in the OLD. If you're not pulling in the revenue, the worst thing you can do is get desperate and start shooting blindly in the sky hoping you'll connect with a bird. First, focus on making sure what you have is the best it can possibly be – and if you DO introduce anything new, it needs to be strategic and tie back in with your overarching promise to the client.
I could go on, but I would be dithering when I could be out there making money!
Cheryl
http://www.studioabsolute.com
November 8th, 2008 at 16:29
Awesome list – thanks for putting into words what so many of us have been struggling with. I'd like to elaborate a little…
Addendum to #10:
First off, I love that you almost dropped the F-Bomb. That fucking rocks. There, now you can live vicariously through my public vulgarity.
Second, I love this point because so many business jump on NEW programs, NEW products, NEW brands – and in the process, loose the brand equity they've created in the OLD. If you're not pulling in the revenue, the worst thing you can do is get desperate and start shooting blindly in the sky hoping you'll connect with a bird. First, focus on making sure what you have is the best it can possibly be – and if you DO introduce anything new, it needs to be strategic and tie back in with your overarching promise to the client.
I could go on, but I would be dithering when I could be out there making money!
Cheryl
http://www.studioabsolute.com
November 8th, 2008 at 16:29
Awesome list – thanks for putting into words what so many of us have been struggling with. I'd like to elaborate a little…
Addendum to #10:
First off, I love that you almost dropped the F-Bomb. That fucking rocks. There, now you can live vicariously through my public vulgarity.
Second, I love this point because so many business jump on NEW programs, NEW products, NEW brands – and in the process, loose the brand equity they've created in the OLD. If you're not pulling in the revenue, the worst thing you can do is get desperate and start shooting blindly in the sky hoping you'll connect with a bird. First, focus on making sure what you have is the best it can possibly be – and if you DO introduce anything new, it needs to be strategic and tie back in with your overarching promise to the client.
I could go on, but I would be dithering when I could be out there making money!
Cheryl
http://www.studioabsolute.com
November 8th, 2008 at 16:29
Awesome list – thanks for putting into words what so many of us have been struggling with. I'd like to elaborate a little…
Addendum to #10:
First off, I love that you almost dropped the F-Bomb. That fucking rocks. There, now you can live vicariously through my public vulgarity.
Second, I love this point because so many business jump on NEW programs, NEW products, NEW brands – and in the process, loose the brand equity they've created in the OLD. If you're not pulling in the revenue, the worst thing you can do is get desperate and start shooting blindly in the sky hoping you'll connect with a bird. First, focus on making sure what you have is the best it can possibly be – and if you DO introduce anything new, it needs to be strategic and tie back in with your overarching promise to the client.
I could go on, but I would be dithering when I could be out there making money!
Cheryl
http://www.studioabsolute.com
November 8th, 2008 at 17:11
I think the solve your problem vs. solve their problem is an inevitable conundrum for which their is only a situation by situation solution. Great post, however.
November 8th, 2008 at 17:11
I think the solve your problem vs. solve their problem is an inevitable conundrum for which their is only a situation by situation solution. Great post, however.
November 8th, 2008 at 17:11
I think the solve your problem vs. solve their problem is an inevitable conundrum for which their is only a situation by situation solution. Great post, however.
November 8th, 2008 at 17:11
I think the solve your problem vs. solve their problem is an inevitable conundrum for which their is only a situation by situation solution. Great post, however.
November 8th, 2008 at 17:11
I think the solve your problem vs. solve their problem is an inevitable conundrum for which their is only a situation by situation solution. Great post, however.
November 8th, 2008 at 17:11
I think the solve your problem vs. solve their problem is an inevitable conundrum for which their is only a situation by situation solution. Great post, however.
November 8th, 2008 at 17:11
I think the solve your problem vs. solve their problem is an inevitable conundrum for which their is only a situation by situation solution. Great post, however.
November 8th, 2008 at 17:11
I think the solve your problem vs. solve their problem is an inevitable conundrum for which their is only a situation by situation solution. Great post, however.
November 8th, 2008 at 17:11
I think the solve your problem vs. solve their problem is an inevitable conundrum for which their is only a situation by situation solution. Great post, however.
November 8th, 2008 at 17:11
I think the solve your problem vs. solve their problem is an inevitable conundrum for which their is only a situation by situation solution. Great post, however.
November 8th, 2008 at 17:11
I think the solve your problem vs. solve their problem is an inevitable conundrum for which their is only a situation by situation solution. Great post, however.
November 8th, 2008 at 17:11
I think the solve your problem vs. solve their problem is an inevitable conundrum for which their is only a situation by situation solution. Great post, however.
November 8th, 2008 at 20:01
Depends who is paying for the solution
November 8th, 2008 at 20:01
Depends on who is paying for the solution
November 8th, 2008 at 20:01
Depends on who is paying for the solution
November 8th, 2008 at 20:01
Depends on who is paying for the solution
November 8th, 2008 at 20:01
Depends on who is paying for the solution
November 8th, 2008 at 20:01
Depends on who is paying for the solution
November 8th, 2008 at 20:01
Depends on who is paying for the solution
November 8th, 2008 at 20:01
Depends on who is paying for the solution
November 8th, 2008 at 20:01
Depends on who is paying for the solution
November 8th, 2008 at 20:01
Depends on who is paying for the solution
November 8th, 2008 at 20:01
Depends on who is paying for the solution
November 8th, 2008 at 20:01
Depends on who is paying for the solution
November 8th, 2008 at 20:05
Serious thanks: what kind of business?
November 8th, 2008 at 20:05
Serious thanks: what kind of business?
November 8th, 2008 at 20:05
Serious thanks: what kind of business?
November 8th, 2008 at 20:05
Serious thanks: what kind of business?
November 8th, 2008 at 20:05
Serious thanks: what kind of business?
November 8th, 2008 at 20:05
Serious thanks: what kind of business?
November 8th, 2008 at 20:05
Serious thanks: what kind of business?
November 8th, 2008 at 20:05
Serious thanks: what kind of business?
November 8th, 2008 at 20:05
Serious thanks: what kind of business?
November 8th, 2008 at 20:05
Serious thanks: what kind of business?
November 8th, 2008 at 20:05
Serious thanks: what kind of business?
November 8th, 2008 at 20:05
Serious thanks: what kind of business?
November 8th, 2008 at 22:48
Agreed: but I'll admit the problem is that we need to use better heuristics to judge whether we're being determined or stubborn. Typically we judge using the results of our decisions, at which point it's too late to change our approach if necessary. The key is to figure out what to listen to, to determine our own guide. I'm still learning my own…
November 8th, 2008 at 22:48
Agreed: but I'll admit the problem is that we need to use better heuristics to judge whether we're being determined or stubborn. Typically we judge using the results of our decisions, at which point it's too late to change our approach if necessary. The key is to figure out what to listen to, to determine our own guide. I'm still learning my own…
November 8th, 2008 at 22:48
Agreed: but I'll admit the problem is that we need to use better heuristics to judge whether we're being determined or stubborn. Typically we judge using the results of our decisions, at which point it's too late to change our approach if necessary. The key is to figure out what to listen to, to determine our own guide. I'm still learning my own…
November 8th, 2008 at 22:48
Agreed: but I'll admit the problem is that we need to use better heuristics to judge whether we're being determined or stubborn. Typically we judge using the results of our decisions, at which point it's too late to change our approach if necessary. The key is to figure out what to listen to, to determine our own guide. I'm still learning my own…
November 8th, 2008 at 22:48
Agreed: but I'll admit the problem is that we need to use better heuristics to judge whether we're being determined or stubborn. Typically we judge using the results of our decisions, at which point it's too late to change our approach if necessary. The key is to figure out what to listen to, to determine our own guide. I'm still learning my own…
November 8th, 2008 at 22:48
Agreed: but I'll admit the problem is that we need to use better heuristics to judge whether we're being determined or stubborn. Typically we judge using the results of our decisions, at which point it's too late to change our approach if necessary. The key is to figure out what to listen to, to determine our own guide. I'm still learning my own…
November 8th, 2008 at 22:48
Agreed: but I'll admit the problem is that we need to use better heuristics to judge whether we're being determined or stubborn. Typically we judge using the results of our decisions, at which point it's too late to change our approach if necessary. The key is to figure out what to listen to, to determine our own guide. I'm still learning my own…
November 8th, 2008 at 22:48
Agreed: but I'll admit the problem is that we need to use better heuristics to judge whether we're being determined or stubborn. Typically we judge using the results of our decisions, at which point it's too late to change our approach if necessary. The key is to figure out what to listen to, to determine our own guide. I'm still learning my own…
November 8th, 2008 at 22:48
Agreed: but I'll admit the problem is that we need to use better heuristics to judge whether we're being determined or stubborn. Typically we judge using the results of our decisions, at which point it's too late to change our approach if necessary. The key is to figure out what to listen to, to determine our own guide. I'm still learning my own…
November 8th, 2008 at 22:48
Agreed: but I'll admit the problem is that we need to use better heuristics to judge whether we're being determined or stubborn. Typically we judge using the results of our decisions, at which point it's too late to change our approach if necessary. The key is to figure out what to listen to, to determine our own guide. I'm still learning my own…
November 8th, 2008 at 22:48
Agreed: but I'll admit the problem is that we need to use better heuristics to judge whether we're being determined or stubborn. Typically we judge using the results of our decisions, at which point it's too late to change our approach if necessary. The key is to figure out what to listen to, to determine our own guide. I'm still learning my own…
November 8th, 2008 at 22:48
Agreed: but I'll admit the problem is that we need to use better heuristics to judge whether we're being determined or stubborn. Typically we judge using the results of our decisions, at which point it's too late to change our approach if necessary. The key is to figure out what to listen to, to determine our own guide. I'm still learning my own…
November 8th, 2008 at 22:57
Swearing gets people's attention
It's not all about maximizing existing opportunities. The decision we constantly face is where and how to invest our incremental time, money and passion. Sometimes it's on the new, sometimes it's on the old: and the key is that simply being new isn't good enough on its own.
November 8th, 2008 at 22:57
Swearing gets people's attention
It's not all about maximizing existing opportunities. The decision we constantly face is where and how to invest our incremental time, money and passion. Sometimes it's on the new, sometimes it's on the old: and the key is that simply being new isn't good enough on its own.
November 8th, 2008 at 22:57
Swearing gets people's attention
It's not all about maximizing existing opportunities. The decision we constantly face is where and how to invest our incremental time, money and passion. Sometimes it's on the new, sometimes it's on the old: and the key is that simply being new isn't good enough on its own.
November 8th, 2008 at 22:57
Swearing gets people's attention
It's not all about maximizing existing opportunities. The decision we constantly face is where and how to invest our incremental time, money and passion. Sometimes it's on the new, sometimes it's on the old: and the key is that simply being new isn't good enough on its own.
November 8th, 2008 at 22:57
Swearing gets people's attention
It's not all about maximizing existing opportunities. The decision we constantly face is where and how to invest our incremental time, money and passion. Sometimes it's on the new, sometimes it's on the old: and the key is that simply being new isn't good enough on its own.
November 8th, 2008 at 22:57
Swearing gets people's attention
It's not all about maximizing existing opportunities. The decision we constantly face is where and how to invest our incremental time, money and passion. Sometimes it's on the new, sometimes it's on the old: and the key is that simply being new isn't good enough on its own.
November 8th, 2008 at 22:57
Swearing gets people's attention
It's not all about maximizing existing opportunities. The decision we constantly face is where and how to invest our incremental time, money and passion. Sometimes it's on the new, sometimes it's on the old: and the key is that simply being new isn't good enough on its own.
November 8th, 2008 at 22:57
Swearing gets people's attention
It's not all about maximizing existing opportunities. The decision we constantly face is where and how to invest our incremental time, money and passion. Sometimes it's on the new, sometimes it's on the old: and the key is that simply being new isn't good enough on its own.
November 8th, 2008 at 22:57
Swearing gets people's attention
It's not all about maximizing existing opportunities. The decision we constantly face is where and how to invest our incremental time, money and passion. Sometimes it's on the new, sometimes it's on the old: and the key is that simply being new isn't good enough on its own.
November 8th, 2008 at 22:57
Swearing gets people's attention
It's not all about maximizing existing opportunities. The decision we constantly face is where and how to invest our incremental time, money and passion. Sometimes it's on the new, sometimes it's on the old: and the key is that simply being new isn't good enough on its own.
November 8th, 2008 at 22:57
Swearing gets people's attention
It's not all about maximizing existing opportunities. The decision we constantly face is where and how to invest our incremental time, money and passion. Sometimes it's on the new, sometimes it's on the old: and the key is that simply being new isn't good enough on its own.
November 8th, 2008 at 22:57
Swearing gets people's attention
It's not all about maximizing existing opportunities. The decision we constantly face is where and how to invest our incremental time, money and passion. Sometimes it's on the new, sometimes it's on the old: and the key is that simply being new isn't good enough on its own.
November 9th, 2008 at 00:01
[...] How to Fail: 25 Secrets Learned through Failure | Unstructured Thoughts by Taylor Davidson (tags: wisdom tips thinking success strategy startup secrets rules venture) [...]
November 9th, 2008 at 02:56
Great article… Thanks!
It is a very nice touch that you offer a PDF, PowerPoint presentation etc so your visitors can choose in which format to read your article…
Marko
http://www.howtomakemyblog.com
November 9th, 2008 at 02:56
Great article… Thanks!
It is a very nice touch that you offer a PDF, PowerPoint presentation etc so your visitors can choose in which format to read your article…
Marko
http://www.howtomakemyblog.com
November 9th, 2008 at 02:56
Great article… Thanks!
It is a very nice touch that you offer a PDF, PowerPoint presentation etc so your visitors can choose in which format to read your article…
Marko
http://www.howtomakemyblog.com
November 9th, 2008 at 02:56
Great article… Thanks!
It is a very nice touch that you offer a PDF, PowerPoint presentation etc so your visitors can choose in which format to read your article…
Marko
http://www.howtomakemyblog.com
November 9th, 2008 at 02:56
Great article… Thanks!
It is a very nice touch that you offer a PDF, PowerPoint presentation etc so your visitors can choose in which format to read your article…
Marko
http://www.howtomakemyblog.com
November 9th, 2008 at 02:56
Great article… Thanks!
It is a very nice touch that you offer a PDF, PowerPoint presentation etc so your visitors can choose in which format to read your article…
Marko
http://www.howtomakemyblog.com
November 9th, 2008 at 02:56
Great article… Thanks!
It is a very nice touch that you offer a PDF, PowerPoint presentation etc so your visitors can choose in which format to read your article…
Marko
http://www.howtomakemyblog.com
November 9th, 2008 at 02:56
Great article… Thanks!
It is a very nice touch that you offer a PDF, PowerPoint presentation etc so your visitors can choose in which format to read your article…
Marko
http://www.howtomakemyblog.com
November 9th, 2008 at 02:56
Great article… Thanks!
It is a very nice touch that you offer a PDF, PowerPoint presentation etc so your visitors can choose in which format to read your article…
Marko
http://www.howtomakemyblog.com
November 9th, 2008 at 02:56
Great article… Thanks!
It is a very nice touch that you offer a PDF, PowerPoint presentation etc so your visitors can choose in which format to read your article…
Marko
http://www.howtomakemyblog.com
November 9th, 2008 at 02:56
Great article… Thanks!
It is a very nice touch that you offer a PDF, PowerPoint presentation etc so your visitors can choose in which format to read your article…
Marko
http://www.howtomakemyblog.com
November 9th, 2008 at 02:56
Great article… Thanks!
It is a very nice touch that you offer a PDF, PowerPoint presentation etc so your visitors can choose in which format to read your article…
Marko
http://www.howtomakemyblog.com
November 9th, 2008 at 17:01
[...] How to Fail: 25 Secrets Learned through Failure | Unstructured Thoughts by Taylor Davidson (tags: gestiondeprojet fail) [...]
November 9th, 2008 at 21:30
thanks…very great evaluation…….to be more better, nice posting
November 9th, 2008 at 21:30
thanks…very great evaluation…….to be more better, nice posting
November 9th, 2008 at 21:30
thanks…very great evaluation…….to be more better, nice posting
November 9th, 2008 at 21:30
thanks…very great evaluation…….to be more better, nice posting
November 9th, 2008 at 21:30
thanks…very great evaluation…….to be more better, nice posting
November 9th, 2008 at 21:30
thanks…very great evaluation…….to be more better, nice posting
November 9th, 2008 at 21:30
thanks…very great evaluation…….to be more better, nice posting
November 9th, 2008 at 21:30
thanks…very great evaluation…….to be more better, nice posting
November 9th, 2008 at 21:30
thanks…very great evaluation…….to be more better, nice posting
November 9th, 2008 at 21:30
thanks…very great evaluation…….to be more better, nice posting
November 9th, 2008 at 21:30
thanks…very great evaluation…….to be more better, nice posting
November 9th, 2008 at 21:30
thanks…very great evaluation…….to be more better, nice posting
November 10th, 2008 at 02:37
[...] Check out the full article for the other 24 [...]
November 10th, 2008 at 01:52
I have to admit that some of the points you point out, I'm still guilty of sometimes. These are some awesome advice. I especially like the New New New! I see this in practically all newbies in the internet marketing world.
November 10th, 2008 at 01:52
I have to admit that some of the points you point out, I'm still guilty of sometimes. These are some awesome advice. I especially like the New New New! I see this in practically all newbies in the internet marketing world.
November 10th, 2008 at 01:52
I have to admit that some of the points you point out, I'm still guilty of sometimes. These are some awesome advice. I especially like the New New New! I see this in practically all newbies in the internet marketing world.
November 10th, 2008 at 01:52
I have to admit that some of the points you point out, I'm still guilty of sometimes. These are some awesome advice. I especially like the New New New! I see this in practically all newbies in the internet marketing world.
November 10th, 2008 at 01:52
I have to admit that some of the points you point out, I'm still guilty of sometimes. These are some awesome advice. I especially like the New New New! I see this in practically all newbies in the internet marketing world.
November 10th, 2008 at 01:52
I have to admit that some of the points you point out, I'm still guilty of sometimes. These are some awesome advice. I especially like the New New New! I see this in practically all newbies in the internet marketing world.
November 10th, 2008 at 01:52
I have to admit that some of the points you point out, I'm still guilty of sometimes. These are some awesome advice. I especially like the New New New! I see this in practically all newbies in the internet marketing world.
November 10th, 2008 at 01:52
I have to admit that some of the points you point out, I'm still guilty of sometimes. These are some awesome advice. I especially like the New New New! I see this in practically all newbies in the internet marketing world.
November 10th, 2008 at 01:52
I have to admit that some of the points you point out, I'm still guilty of sometimes. These are some awesome advice. I especially like the New New New! I see this in practically all newbies in the internet marketing world.
November 10th, 2008 at 01:52
I have to admit that some of the points you point out, I'm still guilty of sometimes. These are some awesome advice. I especially like the New New New! I see this in practically all newbies in the internet marketing world.
November 10th, 2008 at 01:52
I have to admit that some of the points you point out, I'm still guilty of sometimes. These are some awesome advice. I especially like the New New New! I see this in practically all newbies in the internet marketing world.
November 10th, 2008 at 01:52
I have to admit that some of the points you point out, I'm still guilty of sometimes. These are some awesome advice. I especially like the New New New! I see this in practically all newbies in the internet marketing world.
November 10th, 2008 at 22:53
[...] is an interesting article on this topic on the blog Untructured Ventures, titled How to Fail: 25 Secrets Learned through Failure. Here is the first lesson: 1. Dither, dither, dither; plan, plan, plan. Instead: Fail fast. Fire, [...]
November 11th, 2008 at 09:25
I'm still guily of some of the points myself
Re: New New New: it's interesting to see the difference between early adopters and laggards in how they test, promote and use various tools (online and offline). It's not just about being new: as the user base and audience change, how and why various tools are used tend to morph. Different needs, goals, viewpoints and frames of references.
November 11th, 2008 at 09:25
I'm still guily of some of the points myself
Re: New New New: it's interesting to see the difference between early adopters and laggards in how they test, promote and use various tools (online and offline). It's not just about being new: as the user base and audience change, how and why various tools are used tend to morph. Different needs, goals, viewpoints and frames of references.
November 11th, 2008 at 09:25
I'm still guily of some of the points myself
Re: New New New: it's interesting to see the difference between early adopters and laggards in how they test, promote and use various tools (online and offline). It's not just about being new: as the user base and audience change, how and why various tools are used tend to morph. Different needs, goals, viewpoints and frames of references.
November 11th, 2008 at 09:25
I'm still guily of some of the points myself
Re: New New New: it's interesting to see the difference between early adopters and laggards in how they test, promote and use various tools (online and offline). It's not just about being new: as the user base and audience change, how and why various tools are used tend to morph. Different needs, goals, viewpoints and frames of references.
November 11th, 2008 at 09:25
I'm still guily of some of the points myself
Re: New New New: it's interesting to see the difference between early adopters and laggards in how they test, promote and use various tools (online and offline). It's not just about being new: as the user base and audience change, how and why various tools are used tend to morph. Different needs, goals, viewpoints and frames of references.
November 11th, 2008 at 09:25
I'm still guily of some of the points myself
Re: New New New: it's interesting to see the difference between early adopters and laggards in how they test, promote and use various tools (online and offline). It's not just about being new: as the user base and audience change, how and why various tools are used tend to morph. Different needs, goals, viewpoints and frames of references.
November 11th, 2008 at 09:25
I'm still guily of some of the points myself
Re: New New New: it's interesting to see the difference between early adopters and laggards in how they test, promote and use various tools (online and offline). It's not just about being new: as the user base and audience change, how and why various tools are used tend to morph. Different needs, goals, viewpoints and frames of references.
November 11th, 2008 at 09:25
I'm still guily of some of the points myself
Re: New New New: it's interesting to see the difference between early adopters and laggards in how they test, promote and use various tools (online and offline). It's not just about being new: as the user base and audience change, how and why various tools are used tend to morph. Different needs, goals, viewpoints and frames of references.
November 11th, 2008 at 09:25
I'm still guily of some of the points myself
Re: New New New: it's interesting to see the difference between early adopters and laggards in how they test, promote and use various tools (online and offline). It's not just about being new: as the user base and audience change, how and why various tools are used tend to morph. Different needs, goals, viewpoints and frames of references.
November 11th, 2008 at 09:25
I'm still guily of some of the points myself
Re: New New New: it's interesting to see the difference between early adopters and laggards in how they test, promote and use various tools (online and offline). It's not just about being new: as the user base and audience change, how and why various tools are used tend to morph. Different needs, goals, viewpoints and frames of references.
November 11th, 2008 at 09:25
I'm still guily of some of the points myself
Re: New New New: it's interesting to see the difference between early adopters and laggards in how they test, promote and use various tools (online and offline). It's not just about being new: as the user base and audience change, how and why various tools are used tend to morph. Different needs, goals, viewpoints and frames of references.
November 11th, 2008 at 09:25
I'm still guily of some of the points myself
Re: New New New: it's interesting to see the difference between early adopters and laggards in how they test, promote and use various tools (online and offline). It's not just about being new: as the user base and audience change, how and why various tools are used tend to morph. Different needs, goals, viewpoints and frames of references.
November 11th, 2008 at 09:28
Thanks! Which one do you like best? More people have downloaded the eBook than the PowerPoint so far…
November 11th, 2008 at 09:28
Thanks! Which one do you like best? More people have downloaded the eBook than the PowerPoint so far…
November 11th, 2008 at 09:28
Thanks! Which one do you like best? More people have downloaded the eBook than the PowerPoint so far…
November 11th, 2008 at 09:28
Thanks! Which one do you like best? More people have downloaded the eBook than the PowerPoint so far…
November 11th, 2008 at 09:28
Thanks! Which one do you like best? More people have downloaded the eBook than the PowerPoint so far…
November 11th, 2008 at 09:28
Thanks! Which one do you like best? More people have downloaded the eBook than the PowerPoint so far…
November 11th, 2008 at 09:28
Thanks! Which one do you like best? More people have downloaded the eBook than the PowerPoint so far…
November 11th, 2008 at 09:28
Thanks! Which one do you like best? More people have downloaded the eBook than the PowerPoint so far…
November 11th, 2008 at 09:28
Thanks! Which one do you like best? More people have downloaded the eBook than the PowerPoint so far…
November 11th, 2008 at 09:28
Thanks! Which one do you like best? More people have downloaded the eBook than the PowerPoint so far…
November 11th, 2008 at 09:28
Thanks! Which one do you like best? More people have downloaded the eBook than the PowerPoint so far…
November 11th, 2008 at 09:28
Thanks! Which one do you like best? More people have downloaded the eBook than the PowerPoint so far…
November 11th, 2008 at 11:56
#17 is a good one. Accept that you don't know everything and that someone else may have great thoughts and ideas to contribute. If you dismiss or ignore suggestions, you may be missing out on a prime opportunity.
November 11th, 2008 at 11:56
#17 is a good one. Accept that you don't know everything and that someone else may have great thoughts and ideas to contribute. If you dismiss or ignore suggestions, you may be missing out on a prime opportunity.
November 11th, 2008 at 11:56
#17 is a good one. Accept that you don't know everything and that someone else may have great thoughts and ideas to contribute. If you dismiss or ignore suggestions, you may be missing out on a prime opportunity.
November 11th, 2008 at 11:56
#17 is a good one. Accept that you don't know everything and that someone else may have great thoughts and ideas to contribute. If you dismiss or ignore suggestions, you may be missing out on a prime opportunity.
November 11th, 2008 at 11:56
#17 is a good one. Accept that you don't know everything and that someone else may have great thoughts and ideas to contribute. If you dismiss or ignore suggestions, you may be missing out on a prime opportunity.
November 11th, 2008 at 11:56
#17 is a good one. Accept that you don't know everything and that someone else may have great thoughts and ideas to contribute. If you dismiss or ignore suggestions, you may be missing out on a prime opportunity.
November 11th, 2008 at 11:56
#17 is a good one. Accept that you don't know everything and that someone else may have great thoughts and ideas to contribute. If you dismiss or ignore suggestions, you may be missing out on a prime opportunity.
November 11th, 2008 at 11:56
#17 is a good one. Accept that you don't know everything and that someone else may have great thoughts and ideas to contribute. If you dismiss or ignore suggestions, you may be missing out on a prime opportunity.
November 11th, 2008 at 11:56
#17 is a good one. Accept that you don't know everything and that someone else may have great thoughts and ideas to contribute. If you dismiss or ignore suggestions, you may be missing out on a prime opportunity.
November 11th, 2008 at 11:56
#17 is a good one. Accept that you don't know everything and that someone else may have great thoughts and ideas to contribute. If you dismiss or ignore suggestions, you may be missing out on a prime opportunity.
November 11th, 2008 at 11:56
#17 is a good one. Accept that you don't know everything and that someone else may have great thoughts and ideas to contribute. If you dismiss or ignore suggestions, you may be missing out on a prime opportunity.
November 11th, 2008 at 11:56
#17 is a good one. Accept that you don't know everything and that someone else may have great thoughts and ideas to contribute. If you dismiss or ignore suggestions, you may be missing out on a prime opportunity.
November 11th, 2008 at 16:24
[...] be. There is a lot to be learned from failing. Taylor Davidson, author of the post “How To Fail: 25 Secrets Learned Through Failure“, has provided a list of observations and personal experiences that have taught him about [...]
November 11th, 2008 at 18:06
How to Fail: 25 Secrets Learned through Failure…
25 great secrets on how to fail and their opposites so you’ll know what to do instead.
Great post by Taylor Davidson….
November 12th, 2008 at 03:09
[...] Here is a wonderful post, “How to Fail: 25 Secrets Learned through Failure“. [...]
November 12th, 2008 at 11:24
[...] Davidson has put together a lovely list of “25 Secrets Learned through Failure“. It is definitely worth a read. Here is the into… I started to write about the keys of [...]
November 12th, 2008 at 11:24
[...] Davidson has put together a lovely list of “25 Secrets Learned through Failure“. It is definitely worth a read. Here is the intro… I started to write about the keys [...]
November 27th, 2008 at 12:01
[...] artículo de unstructuredventures.com escrito por Tylor Davidson y traducido por Sara Salazar para nerv. ) General | Permalink | 0 | [...]
November 27th, 2008 at 21:04
[...] artículo de unstructuredventures.com escrito por Tylor Davidson y traducido por Sara Salazar para nerv. [...]
November 28th, 2008 at 03:03
[...] artículo de unstructuredventures.com escrito por Tylor Davidson y traducido por Sara Salazar para nerv. [...]
December 1st, 2008 at 10:26
[...] (que en teoría llevan una hora de lectura cada uno) me inspiraron a titular esta nota escrita en unstructuredventures.com escrito por Tylor [...]
December 5th, 2008 at 13:42
[...] I came across this presentation by Taylor Davidson of Unstructured Ventures I had to share it. How To Fail: 25 Secrets Learned through Failure View SlideShare presentation or [...]
December 21st, 2008 at 20:21
Great information here. I've always heard it's best to learn from those who have suceeded, but I think there is a lot ot learn from those who have failed, assuming you learn what NOT to do. I've done that with my own business, and have found it to be a great way to avoid mistakes. Thanks for spreading the word.
http://www.datexmedia.wordpress.com
December 21st, 2008 at 20:21
Great information here. I've always heard it's best to learn from those who have suceeded, but I think there is a lot ot learn from those who have failed, assuming you learn what NOT to do. I've done that with my own business, and have found it to be a great way to avoid mistakes. Thanks for spreading the word.
http://www.datexmedia.wordpress.com
December 21st, 2008 at 20:21
Great information here. I've always heard it's best to learn from those who have suceeded, but I think there is a lot ot learn from those who have failed, assuming you learn what NOT to do. I've done that with my own business, and have found it to be a great way to avoid mistakes. Thanks for spreading the word.
http://www.datexmedia.wordpress.com
December 21st, 2008 at 20:21
Great information here. I've always heard it's best to learn from those who have suceeded, but I think there is a lot ot learn from those who have failed, assuming you learn what NOT to do. I've done that with my own business, and have found it to be a great way to avoid mistakes. Thanks for spreading the word.
http://www.datexmedia.wordpress.com
December 21st, 2008 at 20:21
Great information here. I've always heard it's best to learn from those who have suceeded, but I think there is a lot ot learn from those who have failed, assuming you learn what NOT to do. I've done that with my own business, and have found it to be a great way to avoid mistakes. Thanks for spreading the word.
http://www.datexmedia.wordpress.com
December 21st, 2008 at 20:21
Great information here. I've always heard it's best to learn from those who have suceeded, but I think there is a lot ot learn from those who have failed, assuming you learn what NOT to do. I've done that with my own business, and have found it to be a great way to avoid mistakes. Thanks for spreading the word.
http://www.datexmedia.wordpress.com
December 21st, 2008 at 20:21
Great information here. I've always heard it's best to learn from those who have suceeded, but I think there is a lot ot learn from those who have failed, assuming you learn what NOT to do. I've done that with my own business, and have found it to be a great way to avoid mistakes. Thanks for spreading the word.
http://www.datexmedia.wordpress.com
December 21st, 2008 at 20:21
Great information here. I've always heard it's best to learn from those who have suceeded, but I think there is a lot ot learn from those who have failed, assuming you learn what NOT to do. I've done that with my own business, and have found it to be a great way to avoid mistakes. Thanks for spreading the word.
http://www.datexmedia.wordpress.com
December 21st, 2008 at 20:21
Great information here. I've always heard it's best to learn from those who have suceeded, but I think there is a lot ot learn from those who have failed, assuming you learn what NOT to do. I've done that with my own business, and have found it to be a great way to avoid mistakes. Thanks for spreading the word.
http://www.datexmedia.wordpress.com
December 21st, 2008 at 20:21
Great information here. I've always heard it's best to learn from those who have suceeded, but I think there is a lot ot learn from those who have failed, assuming you learn what NOT to do. I've done that with my own business, and have found it to be a great way to avoid mistakes. Thanks for spreading the word.
http://www.datexmedia.wordpress.com
January 23rd, 2009 at 00:23
[...] How to Fail: 25 Secrets Learned through Failure @ Unstructured Ventures [...]
January 30th, 2009 at 04:44
[...] Davidson) and came across a gem of a posting. The Slide Deck is below, but the full post is HERE: How To Fail: 25 Secrets Learned through Failure View SlideShare presentation or Upload your own. [...]
February 19th, 2009 at 09:02
[...] signed and the business starts, instead of focusing on the decisions before the business starts. Legal agreements are important; let’s help figure out ways to get them done sooner and quicker to let people start creating [...]
February 22nd, 2009 at 10:40
[...] A reminder: How to Fail: 25 Lessons Learned through Failure… [...]
March 1st, 2009 at 21:48
Good list but “secrets” shouldn't be in the title. Everyone learns from failure and that is no secret.
March 1st, 2009 at 21:48
Good list but “secrets” shouldn't be in the title. Everyone learns from failure and that is no secret.
March 1st, 2009 at 21:48
Good list but “secrets” shouldn't be in the title. Everyone learns from failure and that is no secret.
March 1st, 2009 at 21:48
Good list but “secrets” shouldn't be in the title. Everyone learns from failure and that is no secret.
March 1st, 2009 at 21:48
Good list but “secrets” shouldn't be in the title. Everyone learns from failure and that is no secret.
March 1st, 2009 at 21:48
Good list but “secrets” shouldn't be in the title. Everyone learns from failure and that is no secret.
March 1st, 2009 at 21:48
Good list but “secrets” shouldn't be in the title. Everyone learns from failure and that is no secret.
March 1st, 2009 at 21:48
Good list but “secrets” shouldn't be in the title. Everyone learns from failure and that is no secret.
March 1st, 2009 at 21:48
Good list but “secrets” shouldn't be in the title. Everyone learns from failure and that is no secret.
March 4th, 2009 at 03:46
Amazing article, had to copy the link and sent it around the company immediatly! Thanks for that! We will definitely mention it on our site…
March 4th, 2009 at 03:46
Amazing article, had to copy the link and sent it around the company immediatly! Thanks for that! We will definitely mention it on our site…
March 4th, 2009 at 03:46
Amazing article, had to copy the link and sent it around the company immediatly! Thanks for that! We will definitely mention it on our site…
March 4th, 2009 at 03:46
Amazing article, had to copy the link and sent it around the company immediatly! Thanks for that! We will definitely mention it on our site…
March 4th, 2009 at 03:46
Amazing article, had to copy the link and sent it around the company immediatly! Thanks for that! We will definitely mention it on our site…
March 4th, 2009 at 03:46
Amazing article, had to copy the link and sent it around the company immediatly! Thanks for that! We will definitely mention it on our site…
March 4th, 2009 at 03:46
Amazing article, had to copy the link and sent it around the company immediatly! Thanks for that! We will definitely mention it on our site…
March 4th, 2009 at 03:46
Amazing article, had to copy the link and sent it around the company immediatly! Thanks for that! We will definitely mention it on our site…
March 4th, 2009 at 03:46
Amazing article, had to copy the link and sent it around the company immediatly! Thanks for that! We will definitely mention it on our site…
March 4th, 2009 at 05:17
Thanks! Any points stand out in particular?
March 4th, 2009 at 05:17
Thanks! Any points stand out in particular?
March 4th, 2009 at 05:17
Thanks! Any points stand out in particular?
March 4th, 2009 at 05:17
Thanks! Any points stand out in particular?
March 4th, 2009 at 05:17
Thanks! Any points stand out in particular?
March 4th, 2009 at 05:17
Thanks! Any points stand out in particular?
March 4th, 2009 at 05:17
Thanks! Any points stand out in particular?
March 4th, 2009 at 05:17
Thanks! Any points stand out in particular?
March 4th, 2009 at 05:17
Thanks! Any points stand out in particular?
April 3rd, 2009 at 02:32
I like it all, but the one about “meeting to decide” could use (as rule no. 25 states) some modifications. I think its important to meet sometimes to disseminate information in person. Rules made at the top and communicated in email or individually to team members can end up being implemented in as many ways as there are individuals in the company. Sometimes, meeting to disseminate information insures that the information is universally understood and uniformly implemented.
April 3rd, 2009 at 02:32
I like it all, but the one about “meeting to decide” could use (as rule no. 25 states) some modifications. I think its important to meet sometimes to disseminate information in person. Rules made at the top and communicated in email or individually to team members can end up being implemented in as many ways as there are individuals in the company. Sometimes, meeting to disseminate information insures that the information is universally understood and uniformly implemented.
April 3rd, 2009 at 02:32
I like it all, but the one about “meeting to decide” could use (as rule no. 25 states) some modifications. I think its important to meet sometimes to disseminate information in person. Rules made at the top and communicated in email or individually to team members can end up being implemented in as many ways as there are individuals in the company. Sometimes, meeting to disseminate information insures that the information is universally understood and uniformly implemented.
April 3rd, 2009 at 02:32
I like it all, but the one about “meeting to decide” could use (as rule no. 25 states) some modifications. I think its important to meet sometimes to disseminate information in person. Rules made at the top and communicated in email or individually to team members can end up being implemented in as many ways as there are individuals in the company. Sometimes, meeting to disseminate information insures that the information is universally understood and uniformly implemented.
April 3rd, 2009 at 02:32
I like it all, but the one about “meeting to decide” could use (as rule no. 25 states) some modifications. I think its important to meet sometimes to disseminate information in person. Rules made at the top and communicated in email or individually to team members can end up being implemented in as many ways as there are individuals in the company. Sometimes, meeting to disseminate information insures that the information is universally understood and uniformly implemented.
April 3rd, 2009 at 02:32
I like it all, but the one about “meeting to decide” could use (as rule no. 25 states) some modifications. I think its important to meet sometimes to disseminate information in person. Rules made at the top and communicated in email or individually to team members can end up being implemented in as many ways as there are individuals in the company. Sometimes, meeting to disseminate information insures that the information is universally understood and uniformly implemented.
April 3rd, 2009 at 02:32
I like it all, but the one about “meeting to decide” could use (as rule no. 25 states) some modifications. I think its important to meet sometimes to disseminate information in person. Rules made at the top and communicated in email or individually to team members can end up being implemented in as many ways as there are individuals in the company. Sometimes, meeting to disseminate information insures that the information is universally understood and uniformly implemented.
April 3rd, 2009 at 02:32
I like it all, but the one about “meeting to decide” could use (as rule no. 25 states) some modifications. I think its important to meet sometimes to disseminate information in person. Rules made at the top and communicated in email or individually to team members can end up being implemented in as many ways as there are individuals in the company. Sometimes, meeting to disseminate information insures that the information is universally understood and uniformly implemented.
April 3rd, 2009 at 02:32
I like it all, but the one about “meeting to decide” could use (as rule no. 25 states) some modifications. I think its important to meet sometimes to disseminate information in person. Rules made at the top and communicated in email or individually to team members can end up being implemented in as many ways as there are individuals in the company. Sometimes, meeting to disseminate information insures that the information is universally understood and uniformly implemented.
April 3rd, 2009 at 11:55
Sometimes
Actually, as long as that is the explicit goal of the meeting, and if meeting in person is the best way to disseminate that information (meaning, it requires a personal touch), then I'm all for it.
My main issue with meetings is that typically they are created without real thought and preparation and that the people meeting aren't given the right base (the right “scene”) to make the meeting worthwhile…
April 3rd, 2009 at 11:55
Sometimes
Actually, as long as that is the explicit goal of the meeting, and if meeting in person is the best way to disseminate that information (meaning, it requires a personal touch), then I'm all for it.
My main issue with meetings is that typically they are created without real thought and preparation and that the people meeting aren't given the right base (the right “scene”) to make the meeting worthwhile…
April 3rd, 2009 at 11:55
Sometimes
Actually, as long as that is the explicit goal of the meeting, and if meeting in person is the best way to disseminate that information (meaning, it requires a personal touch), then I'm all for it.
My main issue with meetings is that typically they are created without real thought and preparation and that the people meeting aren't given the right base (the right “scene”) to make the meeting worthwhile…
April 3rd, 2009 at 11:55
Sometimes
Actually, as long as that is the explicit goal of the meeting, and if meeting in person is the best way to disseminate that information (meaning, it requires a personal touch), then I'm all for it.
My main issue with meetings is that typically they are created without real thought and preparation and that the people meeting aren't given the right base (the right “scene”) to make the meeting worthwhile…
April 3rd, 2009 at 11:55
Sometimes
Actually, as long as that is the explicit goal of the meeting, and if meeting in person is the best way to disseminate that information (meaning, it requires a personal touch), then I'm all for it.
My main issue with meetings is that typically they are created without real thought and preparation and that the people meeting aren't given the right base (the right “scene”) to make the meeting worthwhile…
April 3rd, 2009 at 11:55
Sometimes
Actually, as long as that is the explicit goal of the meeting, and if meeting in person is the best way to disseminate that information (meaning, it requires a personal touch), then I'm all for it.
My main issue with meetings is that typically they are created without real thought and preparation and that the people meeting aren't given the right base (the right “scene”) to make the meeting worthwhile…
April 3rd, 2009 at 11:55
Sometimes
Actually, as long as that is the explicit goal of the meeting, and if meeting in person is the best way to disseminate that information (meaning, it requires a personal touch), then I'm all for it.
My main issue with meetings is that typically they are created without real thought and preparation and that the people meeting aren't given the right base (the right “scene”) to make the meeting worthwhile…
April 3rd, 2009 at 11:55
Sometimes
Actually, as long as that is the explicit goal of the meeting, and if meeting in person is the best way to disseminate that information (meaning, it requires a personal touch), then I'm all for it.
My main issue with meetings is that typically they are created without real thought and preparation and that the people meeting aren't given the right base (the right “scene”) to make the meeting worthwhile…
April 3rd, 2009 at 11:55
Sometimes
Actually, as long as that is the explicit goal of the meeting, and if meeting in person is the best way to disseminate that information (meaning, it requires a personal touch), then I'm all for it.
My main issue with meetings is that typically they are created without real thought and preparation and that the people meeting aren't given the right base (the right “scene”) to make the meeting worthwhile…
April 7th, 2009 at 05:54
[...] Top 10 tips to make your own web app projects How to Fail: 25 Secrets Learned through Failure [...]
April 16th, 2009 at 14:06
Thanks man! As time goes on I feel more and more that entrepreneurship is the way I need to go.
April 16th, 2009 at 14:06
Thanks man! As time goes on I feel more and more that entrepreneurship is the way I need to go.
April 16th, 2009 at 14:06
Thanks man! As time goes on I feel more and more that entrepreneurship is the way I need to go.
April 16th, 2009 at 14:06
Thanks man! As time goes on I feel more and more that entrepreneurship is the way I need to go.
April 16th, 2009 at 14:06
Thanks man! As time goes on I feel more and more that entrepreneurship is the way I need to go.
April 16th, 2009 at 14:06
Thanks man! As time goes on I feel more and more that entrepreneurship is the way I need to go.
April 16th, 2009 at 14:06
Thanks man! As time goes on I feel more and more that entrepreneurship is the way I need to go.
April 16th, 2009 at 14:06
Thanks man! As time goes on I feel more and more that entrepreneurship is the way I need to go.
April 16th, 2009 at 14:06
Thanks man! As time goes on I feel more and more that entrepreneurship is the way I need to go.
April 16th, 2009 at 20:12
Glad to hear; drop me a line if I can ever help
April 16th, 2009 at 20:12
Glad to hear; drop me a line if I can ever help
April 16th, 2009 at 20:12
Glad to hear; drop me a line if I can ever help
April 16th, 2009 at 20:12
Glad to hear; drop me a line if I can ever help
April 16th, 2009 at 20:12
Glad to hear; drop me a line if I can ever help
April 16th, 2009 at 20:12
Glad to hear; drop me a line if I can ever help
April 16th, 2009 at 20:12
Glad to hear; drop me a line if I can ever help
April 16th, 2009 at 20:12
Glad to hear; drop me a line if I can ever help
April 16th, 2009 at 20:12
Glad to hear; drop me a line if I can ever help
May 1st, 2009 at 10:18
RT @soluzioni: “How to Fail: 25 Secrets Learned through Failure” http://is.gd/2Zsy (via @NicoleSimon)
May 1st, 2009 at 10:19
RT @soluzioni How to Fail: 25 Secrets Learned through Failure by Taylor Davidson – http://bit.ly/1MKXTF (via @NicoleSimon)
May 2nd, 2009 at 23:39
http://tinyurl.com/3nzqob – 25 secrets about failure
May 5th, 2009 at 09:40
That's one hell of a fantastic post, Taylor! There are several good posts about failure out there but I love how much work you've put into that one. Truly useful for any aspiring/failed entrepreneur. I'll make sure to have it close-by whenever someone asks me to share input about that specific topic.
Thanks!
May 5th, 2009 at 09:40
That's one hell of a fantastic post, Taylor! There are several good posts about failure out there but I love how much work you've put into that one. Truly useful for any aspiring/failed entrepreneur. I'll make sure to have it close-by whenever someone asks me to share input about that specific topic.
Thanks!
May 5th, 2009 at 09:40
That's one hell of a fantastic post, Taylor! There are several good posts about failure out there but I love how much work you've put into that one. Truly useful for any aspiring/failed entrepreneur. I'll make sure to have it close-by whenever someone asks me to share input about that specific topic.
Thanks!
May 5th, 2009 at 09:40
That's one hell of a fantastic post, Taylor! There are several good posts about failure out there but I love how much work you've put into that one. Truly useful for any aspiring/failed entrepreneur. I'll make sure to have it close-by whenever someone asks me to share input about that specific topic.
Thanks!
May 5th, 2009 at 09:40
That's one hell of a fantastic post, Taylor! There are several good posts about failure out there but I love how much work you've put into that one. Truly useful for any aspiring/failed entrepreneur. I'll make sure to have it close-by whenever someone asks me to share input about that specific topic.
Thanks!
May 5th, 2009 at 09:40
That's one hell of a fantastic post, Taylor! There are several good posts about failure out there but I love how much work you've put into that one. Truly useful for any aspiring/failed entrepreneur. I'll make sure to have it close-by whenever someone asks me to share input about that specific topic.
Thanks!
May 5th, 2009 at 09:40
That's one hell of a fantastic post, Taylor! There are several good posts about failure out there but I love how much work you've put into that one. Truly useful for any aspiring/failed entrepreneur. I'll make sure to have it close-by whenever someone asks me to share input about that specific topic.
Thanks!
May 6th, 2009 at 03:04
[...] How to Fail: 25 Secrets Learned through Failure | Unstructured Thoughts by Taylor Davidson "When you fail you learn. When you succeed you stay dumb." (OG) Some excellet tipps here (tags: how2 business failure ***** tipps) [...]
May 6th, 2009 at 05:05
links for 2009-05-06…
„Phänomenal – Diese 31 Phänomene sollten Sie kennen (2)“ auf karrierebibel.de – Jeden Tag mehr Erfolg!
Ersetzt 5 Semester Psychologie
(tags: psychologie projekte business phänomene *****)
…
May 10th, 2009 at 08:50
[...] Read the rest of the post; also, vaguely reminds me of one of the lessons I’ve learned through failure. [...]
May 22nd, 2009 at 10:15
[...] said, I’ve learned a few things. Check out my post How to Fail: 25 Secrets Learned through Failure on Unstructured [...]
July 8th, 2009 at 11:34
[...] been sitting on this for a bit now, meaning to write up my thoughts. I’d never heard of Tayler Davidson prior to [...]
July 22nd, 2009 at 09:40
[...] from entrepreneurs throughout the world we need to understand the cultures they operate within. Copying tactics without creating strategies is a route to failure, yet it’s often as deep as we get when analyzing lessons from abroad. [...]
July 31st, 2009 at 03:12
[...] came across Taylor Davidson’s How to Fail post through John Wilken’s Our Start Up Story blog. Imitating John I’m going to add my tuppence [...]
August 3rd, 2009 at 01:38
[...] By creating strategies instead of tactics. [...]
August 20th, 2009 at 21:03
PowerPoint presentation etc so your visitors can choose in which format to read your article… cell phone
August 20th, 2009 at 21:06
Yeesh. It's all too simple to focus on swerving around a sea of smaller roadblocks and miss and exit to a 4-lane highway.cell phone
August 27th, 2009 at 13:01
God made me sit up and take note.
Great, great advice to live by. I work in an i-bank and best advice I ever got was simply seen and not heard – seated by one of our top traders I noticed he was wearing a wristband which read 'No whining'.
Enough said.
August 27th, 2009 at 13:01
God made me sit up and take note.
Great, great advice to live by. I work in an i-bank and best advice I ever got was simply seen and not heard – seated by one of our top traders I noticed he was wearing a wristband which read 'No whining'.
Enough said.
August 27th, 2009 at 13:24
Perhaps “seen and not heard” means that there are established ways of doing things, well-worn paths to success, that have been proved over time? I hope
August 27th, 2009 at 13:24
Perhaps “seen and not heard” means that there are established ways of doing things, well-worn paths to success, that have been proved over time? I hope
August 29th, 2009 at 19:27
Hi Taylor,
This is a great list. I always appreciated insights that came from thier true experiences. Thanks for sharing this, I will surely learn and apply all of the lessons you have written ot there.
August 29th, 2009 at 19:27
Hi Taylor,
This is a great list. I always appreciated insights that came from thier true experiences. Thanks for sharing this, I will surely learn and apply all of the lessons you have written ot there.
September 4th, 2009 at 23:13
“If we learn how to fail fast and fail gracefully together, it'll be easier to move on to the next experiment.”
A Case for Innovation about 3 minute mark
from http://www.copres.org
September 4th, 2009 at 23:13
“If we learn how to fail fast and fail gracefully together, it'll be easier to move on to the next experiment.”
A Case for Innovation about 3 minute mark
from http://www.copres.org
September 5th, 2009 at 02:08
Yep; and it's something I've been learning much too much about
September 5th, 2009 at 02:08
Yep; and it's something I've been learning much too much about
September 17th, 2009 at 06:24
Hi Tyler
Aaron here. It is so funny how I come to your site. I was checking on the backlinks for one of the niche sites about food. I was so surprised when I saw this page as one of the places where he got the backlink from. Being curious, I click over and there he is, spamming your page in the name of getting backlinks. (hint, hint: potato)
This is so ironic. When we were talking about the power of commenting, we came at it from the angle of establishing conversations. Now, from the Internet marketing, commenting is just another tool to get backlinks. So, when you have as much comment as this page, you have to wonder how real are these comments. I noticed they spam all the web 2.0 sites and blogs as well. This leads to question. Are the people signing up for these services real or are most of them Internet marketers who just wanted to get a backlink in their profile page?
Btw, I wanted to do a post about doing SEO for current site that people owned and I though your site would make a wonderful example. You mind if I do that?
September 17th, 2009 at 08:00
Ironic indeed.
I delete comments *all the time*, and I've found lately that the spam comments (created strictly for backlinks, as you point out) are getting better, trickier, changing backlinks after the initial comment post, and even closer to “real” comments. I've probably deleted as many comments from this post than exist here today. Indeed, my first instinct when I saw the name and the link was to delete, but then I read the comment, and was too intrigued to simply delete.
I'm curious about what your post would be about. I'm not even sure if I should say yes or no, given that I'm not an SEO expert… But I'm curious about what you're thinking.
(Interestingly, I've also *met* people through comments on this post. The range of uses for the web is the most interesting part for me…)
November 9th, 2009 at 22:13
and 6 months later… I'm starting my first business!
Thanks for the guidance, I'll let you know if I need your help.
November 9th, 2009 at 22:13
and 6 months later… I'm starting my first business!
Thanks for the guidance, I'll let you know if I need your help.
November 11th, 2009 at 15:38
Congrats, great to hear!
On Tuesday, November 10, 2009, Disqus
November 11th, 2009 at 15:38
Congrats, great to hear!
On Tuesday, November 10, 2009, Disqus
February 2nd, 2010 at 08:36
[...] Slide 16: How to Fail: 25 Secrets Learned through Failure [...]
February 23rd, 2010 at 19:19
I would put #26 as “Have Fun”. Sometimes we take ourselves so seriously we forget that it's OK to have fun. And if we're not having fun then maybe no one else is either.
February 23rd, 2010 at 20:15
Thanks
February 23rd, 2010 at 20:19
Or perhaps, “Don't take ourselves too seriously”…
April 18th, 2010 at 00:30
Good read. I have made a twitter post about this. Hope others find it as interesting as I did.
April 18th, 2010 at 00:59
Interesting post. I have made a twitter post about this. Others no doubt will like it like I did.
June 12th, 2010 at 02:20
hello friend i look this site and it is good site!
July 10th, 2010 at 14:19
[...] how to listen to the market rather than just ourselves. We learn to decern the difference between being stubborn and being determined. And if we’re good (and we tell people about it) and the market is functioning, then what we [...]
July 21st, 2010 at 20:24
Very nice post. I also liked that you had it in a pdf. I don't know why, but reading it in that form allowed me to follow it better.
But this is how we learn, we fail and learn. Trial and error is the best way to learn how to do things yourself. Unless you're working on brain surgery. Then you may have problems lol
July 22nd, 2010 at 14:35
Trial and error is only the “best” way if we know 1) what to try and 2) how to learn from failure. Teasing out the particulars of the situation can be difficult given the small sample sizes of our own experiences. There's a lot we can learn from others before we start creating our own trial and error experiments
July 22nd, 2010 at 21:35
Trial and error is only the “best” way if we know 1) what to try and 2) how to learn from failure. Teasing out the particulars of the situation can be difficult given the small sample sizes of our own experiences. There’s a lot we can learn from others before we start creating our own trial and error experiments