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The One Mistake Most Entrepreneurs Make When They are at an Accelerator

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Entrepreneur Mistake

I have noticed that the biggest mistake most startups make when they are at an accelerator is that they focus on

“Increasing their total surface area” instead of “accelerating their business”.

This results in the “tail wagging the dog”, where the accelerator schedule, mentors and connections determine what the entrepreneur and the startup does each day. It is important to ensure that you get enough value from the accelerator program, but I would recommend entrepreneurs optimize for acceleration.

If you dont have a clear idea on what to expect from an accelerator, you should spend time with alumni of the program to understand the value their provide first.

It is almost as if after the startup got into the accelerator, the entrepreneurs believe they have a new boss – those who run the accelerator. That could not be farther from the truth.

If you get into an accelerator program, the #1, #2 and #3 thing you should be focused on is validating key assumptions, building product and customer development. Most everything else at the accelerator stage of your company is a waste of time, including attending knowledge information sessions on term sheets, understanding the “local” investor scene or going to “startup events” – unless startups are your target market.

There are 3 important things that most accelerators promise:

1. Learning from mentors, other members in your cohort and industry experts.

2. Connections to investors, potential customers and influential early users.

3. Infrastructure, office space, and a little sustenance money to get your team and product ready for seed investment.

If you look at these 3 items in isolation, there are many other entities that do a much better job individually, but a good accelerator “bundles” these items together so you can have a great experience.

Let me explain with 3 specific examples of what increasing your total surface area is versus accelerating your startup.

a) The best learning is via practice and teaching. So if you spend as little time as possible understanding the contours of the topic you want to learn, you can spend more time practicing and refining your learning. 

Instead, I find most startups attending every learning workshop including “how to sell your company” or “the legal ramifications of your series A investments”. While <10% of the startups in any cohort will really be ready for a series A, 100% of them actually “try to increase the surface area” of their learning by attending sessions that they dont need given the stage of their company.

Instead, I would spend more time accelerating the learning of specific topics from your customers – what real problems they face outside of the pain point your company addresses, etc.

b) The best connections are those that are mutually beneficial. So, if you can help your mentor or adviser learn about your business, the market or new updated techniques of engineering, marketing, sales, etc. they can help you learn more about the nuances based on their experiences. If they are unwilling to learn or are not interested, they are not the right mentor.

Increasing the total surface area is trying to network with every mentor from the accelerator and networking with every potential investor, even if they have not invested in any company in your market or domain.

Instead, accelerating your startup is focusing on specific investors by domain, check size, background, connections, and other criteria you need to help your company grow.

c) While the infrastructure is available to have meetings, get the team together and learn from other entrepreneurs in your cohort, increasing your total surface area is trying to spend every evening with other startup entrepreneurs, networking over beer or having a lot of meetings at the space with other startup influencers from the community.

Accelerating your startup, instead is spending enough time with your own team, learning about the challenges they are facing and understanding how to remove the roadblocks. Or, spending time outside the building, trying to meet potential users and customers to refine and validate your assumptions.

If the accelerator focuses you on increasing your total surface area, they are wasting your time.

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Creating Artificial Constraints as a Means to Innovation

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Artificial Constraints

Many of the entrepreneurs I know have created new innovative startups thanks to real constraints they had. For example, I was hearing AirBnB’s Brian Chesky, on the Corner Office podcast and he mentioned that when he and his cofounder were trying to get some money to get started and the only way to keep afloat was to “rent” their air bed they had in their room. That, then led to Air Bed and Breakfast, which is now AirBnB.

This was a real constraint they had – no money to “eat” so they had to make it happen somehow.

I have heard of many stories of innovation where in the protagonists had real constraints of either financial, technology, supply, demand, economic, social or any number of other characteristics.

The interesting story that I have also recently heard of how Facebook has “pivoted” from being a desktop offering to getting a significant part of their revenue from mobile is how they were given the arbitrary constraint of only accessing Facebook via the mobile phone.

So there are ways that you can create “artificial” constraints to force innovation to happen.

Most larger companies and some smaller ones as well, have to constantly find ways to create artificial constraints – to find a way to innovate and be more be a pioneer.

While some constraints are good – lack of funds at the early stage for example and lack of resources, there are entrepreneurs that are stymied by these constraints and those that will find  a way to seek a path to go forward.

I think this is a great way for you to think about innovating in a new space. If you have constraints, find a way to use it to your advantage.

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The Great Mobile App Migration of March 2020

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Mobile App Migration

Over the last few weeks as many in the world have been in lockdown, there has been a temporary “mobile app migration” happening. There are new apps downloaded and they replaced existing apps on the “home screen”.

While some of these apps are likely temporary use, for e.g. I have 6 “conferencing apps” – Zoom, Uber Conference, Webex, Google Hangouts, Blue Jeans and Goto Meeting. That is because of the many people I have conference calls with – each company seems to have chosen a different web conference solution.

Other apps seem like they will have staying power – Houseparty, for e.g. which has games, networking and video conferencing all built into one app to keep in touch with friends and relatives.

Houseparty

The apps that have moved away from my “home” screen, which I expect will come back once the crisis will be behind us include – Uber, Lyft and all the airline apps from Delta, Alaska and United.

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Perseverance with the Ability to Pivot on Data: 21 Traits We Look for in Entrepreneurs

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Perseverance with the Ability to Pivot

There are 5 key inflection points I have noticed which makes founders question their startup, to either make a call to continue working on their startup, pivot to a new problem or quit their startup altogether.

It is at these points that you really get to know the startup founder and their hunger and drive to be successful. I don’t think I can characterize those that choose to quit as “losers” or “quitters” because of many extraneous circumstances, but there is a lot of value that most investors see in entrepreneurs who face an uphill part of their journey to come out on the other side more confident and stronger.

These five inflection points are:

  1. When you have to get the first customers to use and pay for the product you have built after you have “shipped” an alpha / beta / first version. Entrepreneurs quit because they have not found the product-market-fit – because the customer don’t care about the product, there is no market need, or the product is really poorly built, or a host of other reasons.
  2. When you have to start to raise the first external round of financing from people you are not familiar with at all. Entrepreneurs quit because while it is hard to get customers and hire people, it is much more harder to get a smaller set of investors to part with their money, if you do not have “traction”, or “the right management team” or a “killer product”.
  3. When you have to push to break even (financially) and sustain the company to path of being self sufficient. Entrepreneurs quit at this stage because they have now the ability to do multiple things at the same time – grow revenues and manage costs, and many of them like to do one but realize it is hard to do that without affecting the other. So, rather than feel stuck they decide to quit.
  4. When you have to scale and grow faster that the competition – which might mean to hire faster, to get more customers, to drive more sales, or to completely rethink their problem statement and devise new ways to grow faster. Entrepreneurs quit at this point because they are consumed by the magnitude of the problem. They overassess the impact the competition will have on their company, give them too much credit or focus way too much on the competitors, thereby driving their company to the ground.
  5. At any point in the journey, when the founders lose the passion, vision or the drive to succeed. Entrepreneurs quit a these points because they have challenges with their co founder, they don’t agree with the direction they have to take, or encounter the “grass is greener on the other side” syndrome.

While I have observed many entrepreneurs at these stages at  discrete points in time, I have also had the opportunity to observe some entrepreneurs in the continuum, and I am going to give you my observations on 3 of the many folks I have known, who, have quit.

Perseverance separates great entrepreneurs from good ones
Perseverance separates great entrepreneurs from good ones

One went back to college to finish his MBA after getting a running business to a point of near breakeven, another found the business much harder than he originally thought he would and got a job at a larger company and the third was just unable to have the drive to go past 11 “no’s”‘ from angel investors.

Over the last 8 years, if I look at my deeper interactions with over 90 entrepreneurs, who I would have spent at least 100+ hours each, I would say that of the 24 people that are not longer in their startup, the one thing that stands out among the ones that persevere is that it is not “passion” or “vision” at all.

It is the inherent belief that they are solving a problem that they believe is their “calling”. They also don’t believe that there is any other problem that’s worth solving as much, even though there may be easier ways to make money.

So most of my questions of entrepreneurs to test whether they will pivot or quit are around why they want to solve this problem (which I am looking to see if they know enough about in the first place) versus any other one.

The answer to that question is the best indicator I have found to be the difference between the pivots, the leavers and the rest.

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