In 2008, I wanted to start a Search Engine Optimization (SEO) consultancy service. The idea was viable but it was terrible from the start. Now, happy I didn’t continue with it!
At the time I helped helped a lot of people in my environment with running their webshop or e-service. I earned some cash on the side but one day decided to approach it in a professional matter. “I got it! “ I’ll find new customers and write a ‘SEO’ report about their site, then I can attach an invoice to that!
At the time I was very enthusiastic about my idea, so I wrote a businessplan and discussed it over lunch with Sheridan Tatsuno, one of my mentors at the time. We met at a steakhouse in Jönköping, Sweden and discussed the plan.
The American was the first that really gave me honest feedback. He foresaw a lot of problems which I never had seen before. Mainly, scalibility was the issue, but also revenue wise, my plan didn’t make a lot fo sense. It was harsh, really. I expected praise but he surprised me with the truth. My castle in the sky was blast gone, and I opened my eyes. I’m happy I never started that consultancy business, as going from door-to-door finding business in SEO is hard business these days.
I was blinded by passion, almost in love. Didn’t consider the negative aspects. In more recent years I had similar experiences with entrepreneurial startups. What I can say is this: Entrepreneurs are naturally optimistic. The direct environment of a entrepreneur isn’t likely to be critical at all times too, take the spouce for example, probably critical at first, but likely to crack after many passionate dinner-table pitches by the founder. The few ‘smart money’ investors will be critical and add valid points to the table, but a good investor like that is hard to find.
What’s left is nothing but appreciation and and agreement in your environment. Some say “When two men in business always agree, one of them is unnecessary.”, what you need is someone that won’t beat around the bush, what you need is someone who sees what’s wrong and dares to say it. No limits, no emotional connections, a coach that helps you with discussion. “Yes, but Joe worked 500 hrs on this!”, “no, it sucks, it has to go!”
In the startup phase, a coach forces you to make difficult decisions. Meeting one can be tiresome, but improve the speed of your company.
How to find a good coach? Perhaps you are thinking about a certain famous entrepreneur you know, but that’s not necessary. Relevant experience are key features. Besides, someone who dares to be direct, so a direct character is important. (I regard Americans to be direct in these things, a key role for a coach)
Find your coach and have a heavy discussion at least every month, let the coach tell you your products suck. That’s a better motivation than hearing it’s great.
Picture by spencerfinnley, cc, 2008.