Erstgründer vs. Seriengründer: der Unterschied

0:00I had this tweet that went like super viral, but it was like, uh, first- time founder, hey, I need you to sign an NDA before I tell you my business idea. I know you've gotten I I know I know you have. [laughter] Third time founder, uh, here's everything I have. Here's all the documents. Here's all the projections. It's probably all wrong and this probably won't work. Um, but I have a couple smart people and I think we'll be able to figure it out. It'll probably cost longer and take longer as cost more and take longer than we think, but we think it's worth a shot. [laughter] And the thing would because everyone who who who's been on both sides of that understand like the entrepreneurs got it because they're like, "Oh my god, I was that guy." Um, and all the investors get it because they're like, "Oh my god, I deal with this guy all the time." But actually what you just said with the many many iterations that from your original idea until what actually happens is yet again one of those um demonstrations of the difference between a beginner and expert. A beginner has binary thinking. So they think this worked or it didn't work. And if it didn't work, then I need a new idea.

1:00Rather than having the nuance thinking of a master or an expert or advanced person who says, "What about this?" If I click into it, I break it into its component parts. What about this didn't work? Okay, it's not that meta ads don't work or advertising doesn't work. it's that we didn't nail the hook in our ad or that we didn't make our our offer clear enough on the landing page or it was not congruent with the advertisement or um you know it was the offer itself wasn't very compelling or it didn't have it didn't like it was just this we everyone's coming in and saying yeah yeah I kind of want that but this is actually my issue. We're not solving the core problem. So it's it's always in the in the details. It's always in the sifting through the many small things that you find the kernel that ends up fixing uh the business. I mean, I know that uh Facebook was trying to fix their virality issue and they were locked in a room for days trying to figure out how they could get more users to retain on the platform, right? People would sign up, but then they wouldn't do anything and then they would they drop out. And so finally, um Zuck just said, "Okay, we have some belief that if people have more friends that they will engage." And so they didn't. And here's the thing, like with the uncertainty, they couldn't prove it. He just was like, I feel like that's better than them not having friends.

2:18>> And so he said, "All right, the new goal is 10 friends in 14 days. That's the goal. So we have to create the experience so that we can get it to introduce them to 10 people or connect them with 10 people that they already know on the platform within 14 days." And as soon as that happened, then obviously Facebook took off or continue to grow. And so he wasn't like, "Oh, Facebook doesn't work anymore or social networks aren't going to be a thing."

2:41It's it's usually way smaller and way the adjustment you need to make is much more nuanced than what you originally expect. If the foundational principle of like cutting hair, mowing lawns, whatever, it's like this problem exists and I can charge a certain amount and make a profit on it, then there's nothing wrong with the business. It's just what is the constraint that's holding us back? and then usually zooming into the constraint and realizing there's 20 things that are contributing to the outcome, not one.

3:07>> And that's where expertise and that and you develop that expertise by trying and failing. >> Yeah. >> And that's and that's just the name of the game. And so I think you have to have an incredibly high tolerance for failure without internalizing it and feeling like you yourself are a failure as a result of failure. Real quick, I'm going to show you the exact 10stage road map from zero to 100 million plus that less than 1% of companies finish. I've now done multiple times and so I can say with a lot of confidence that these are the stages as headcount increases that you need to get through and I broke each of these down by eight different functions of the business. What the constraint feels like what are the symptoms of it when you're going through it and then what steps we actually took to graduate and we've done this across software physical products uh service businesses brickandmortar all of this and it works and it's my gift to you.

3:54It's absolutely free and so the link's in the description, but you just go acquisition.com/roadmap. Just enter your info and it'll spit it right back to you.