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altmba

SETH'S BOOKS

Seth Godin has written 18 bestsellers that have been translated into 35 languages

The complete list of online retailers

Bonus stuff!

or click on a title below to see the list

alt.mba

altMBA

An intensive, 4-week online workshop designed to accelerate leaders to become change agents for the future. Designed by Seth Godin, for you.

ONLINE:

all.marketers.tell.stories

All Marketers Tell Stories

Seth's most important book about the art of marketing

ONLINE:

IN STORES:

free.prize.inside

Free Prize Inside

The practical sequel to Purple Cow

ONLINE:

IN STORES:

linchpin

Linchpin

An instant bestseller, the book that brings all of Seth's ideas together.

ONLINE:

IN STORES:

meatball.sundae

Meatball Sundae

Why the internet works (and doesn't) for your business. And vice versa.

ONLINE:

IN STORES:

permission.marketing

Permission Marketing

The classic Named "Best Business Book" by Fortune.

ONLINE:

IN STORES:

poke.the.box

Poke The Box

The latest book, Poke The Box is a call to action about the initiative you're taking - in your job or in your life, and Seth once again breaks the traditional publishing model by releasing it through The Domino Project.

ONLINE:

IN STORES:

purple.cow

Purple Cow

The worldwide bestseller. Essential reading about remarkable products and services.

ONLINE:

IN STORES:

small.is.the.new.big

Small is the New Big

A long book filled with short pieces from Fast Company and the blog. Guaranteed to make you think.

ONLINE:

IN STORES:

survival.is.not.enough

Survival is Not Enough

Seth's worst seller and personal favorite. Change. How it works (and doesn't).

ONLINE:

IN STORES:

the.big.moo

The Big Moo

All for charity. Includes original work from Malcolm Gladwell, Tom Peters and Promise Phelon.

ONLINE:

IN STORES:

the.big.red.fez

The Big Red Fez

Top 5 Amazon ebestseller for a year. All about web sites that work.

ONLINE:

IN STORES:

the.dip

The Dip

A short book about quitting and being the best in the world. It's about life, not just marketing.

ONLINE:

IN STORES:

the.icarus.deception

The Icarus Deception

Seth's most personal book, a look at the end of the industrial economy and what happens next.

ONLINE:

IN STORES:

tribes

Tribes

"Book of the year," a perennial bestseller about leading, connecting and creating movements.

ONLINE:

IN STORES:

unleashing.the.ideavirus

Unleashing the Ideavirus

More than 3,000,000 copies downloaded, perhaps the most important book to read about creating ideas that spread.

ONLINE:

IN STORES:

v.is.for.vulnerable

V Is For Vulnerable

A short, illustrated, kids-like book that takes the last chapter of Icarus and turns it into something worth sharing.

ONLINE:

IN STORES:

we.are.all.weird

We Are All Weird

The end of mass and how you can succeed by delighting a niche.

ONLINE:

IN STORES:

whatcha.gonna.do.with.that.duck

Whatcha Gonna Do With That Duck?

The sequel to Small is the New Big. More than 600 pages of the best of Seth's blog.

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THE DIP BLOG by Seth Godin




All Marketers Are Liars Blog




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Member since 08/2003

What will you do with your surplus?

If you have a safe place to sleep, reasonable health and food in the fridge, you're probably living with surplus. You have enough breathing room to devote an hour to watching TV, or having an argument you don't need to have, or simply messing around online. You have time and leverage and technology and trust.

For many people, this surplus is bigger than any human on Earth could have imagined just a hundred years ago.

What will you spend it on?

If you're not drowning, you're a lifeguard.

A publishing master class

Announcing a two-day workshop in my office for 8 people.

I define publishing as the work of investing in intellectual property and monetizing it by bringing it to people who want to pay for it. The world of publishing is changing fast, and I'd like to help a few publishers make a difference.

Publishing can include music, books, conferences and other experiences and content. The ideas may change, but the work of publishing at scale has much in common across all fields.

[Update: We've had more than 1,000 applications, so I'm going to close the form, thanks.]

Here's a quick FAQ:

Who's it for? Thoughtful leaders who are committed to publishing in a new way, making a difference and contributing to our culture by bringing out work that matters (and supporting those who make it). We're particularly looking for a mix of people with experiences and dreams that fall outside the mainstream in terms of background, posture or credentials. I think publishing is a profession, and I'd like to help others that do as well.

How much does it cost? I'm not charging a fee. Running a workshop is a powerful exercise, and I'll probably learn as much as you will. You'll need to pay your way here and find a place to stay, so I figure you'll have some skin in the game. Not everything is about making a profit. Maybe we'll even change a few lives.

Can you do it remotely, or turn it into something bigger? Not right now, sorry.

What do you know about publishing? Well, I've been publishing books, software, music, courses and even action figures for more than thirty years. Here are some highlights. This seminar follows on from the SAMBA, the FeMBA, the Agenda session and other intensives I've hosted over the years.

If you're interested, please apply right away. The deadline is really soon, and we never admit the last four people who apply to anything we do.

Processing negative reviews

Assumption: Some people love what you do. They love your product, your service, the way you do your work (if that's not true, this post isn't for you. You have a more significant problem to work on first).

So, how to understand it when someone hates what you do? When they post a one-star review, or cross the street to avoid your shop, or generally are unhappy with the very same thing that other people love?

It's not for them.

They want something you don't offer. Or they want to buy it from someone who isn't you. Or they don't understand what it's for or how or why you do it.

Some of these things you can address by telling a story more clearly, some you can't.

Either way, right now, they're telling you one thing: It's not for them.

Okay, thanks for letting us know.

On leveling up

I got a note yesterday from a recent grad of the altMBA. He said, "I have to say that the value I have gained from this group far exceeds anything I could give back, and please know that it is rippling out and will affect many more than just the people that went through the program. Thank you..."

We put together this short video about the impact that this 30-day workshop is having on the thousands of people who have gone through it. I'll be talking a little bit about how and why we made it via Facebook Live today at 10 am NY time.

The next available session is in January. Tomorrow is the last day for First Priority applications. The application takes about fifteen minutes.

There are no tests.

If you're ready for us, we're ready for you.

What makes your sirens go off...

Somewhere, someone is doing something that got your attention, inciting you into action. Somewhere, someone is:

  • Taking your share
  • Wasting an opportunity
  • Cutting ahead in line
  • Suffering at the hands of bully
  • Invading your territory
  • Announcing a deadline
  • Sharing breaking news
  • Disrespecting your tribe
  • Going hungry
  • Whispering juicy gossip
  • Misinterpreting your words
  • Not being offered an opportunity
  • Libeling a cause you believe in
  • Living with loneliness
  • Promising a shortcut
  • The victim of cruelty
  • Being cruel
  • Giving something away
  • Picking winners
  • Asking for help

Which of these is your kind of urgent, a chance to take umbrage or perhaps, a call to action?

Which one turns our heads, gets our attention and breaks our rhythm?

We notice what we care about and work hard to ignore the rest. You can change what you care about by changing what you notice.

Price vs. cost

Price is a simple number. How much money do I need to hand you to get this thing?

Cost is more relevant, more real and more complicated.

Cost is what I had to give up to get this. Cost is how much to feed it, take care of it, maintain it and troubleshoot it. Cost is my lack of focus and my cost of storage. Cost is the externalities, the effluent, the side effects.

Just about every time, cost matters more than price, and shopping for price is a trap.

Look around

Proximity matters a great deal.

Detroit car executives in the 1970s and 1980s consistently failed to respond to the threat from Japanese imports. They weren't merely arrogant—they were blinded by proximity. Everyone in their neighborhood, everyone on their commute, everyone in their parking lot was driving an American car. How could there be a problem?

We define the universe around us as normal. It's one of the only ways to stay sane—we assume that the noise in our head is in the head of other people, that what we yearn for or buy is what others do as well. And we look to the world around us for confirmation.

This truth can take us to two insights:

  1. if you want to understand what part of the world is really like, you should make special efforts to surround yourself with that world. If you market to bodegas, consider taking an apartment upstairs from a bodega.

  2. there's a huge bonus to being famous to the family. If you can be locally dominant, the locals will instinctively decide that you are globally dominant. Have 100 customers in one neighborhood (virtual or real) is worth much much more than having one customer in each of 100 neighborhoods.

On speaking up

The status quo is not kind. It works overtime to stay the status quo, and that means that new ideas, urgent pleas and cries for justice are rarely easily voiced.

We're pleased that Annie Kenney stood up for a woman's right to vote all those years ago, even if she got arrested for doing so. And we're proud of Elijah Harper, who brought a debate to a standstill when he stood up for the rights of indigenous people. We're glad that Lois Gibbs stood up to fight for the families near Love Canal, and that Rachel Carson was able to save countless lives by blowing the whistle on how we were poisoning ourselves.

The historical examples are pretty much beyond dispute. When we think about the past, our heroes are those that were willing to persist even when their critics tried to silence them.

Where it becomes challenging is when someone around us chooses to speak up. Today. Now. 

It might be someone in HR who risks his job to report the boss to the board. Or it might be an unlikely activist, standing up for a cause that wasn't on our radar. It might be someone in accounting who has found a better way to do things, or an unknown with no power or authority who stands up and says, "follow me."

We can't judge those that challenge the status quo merely on their rule breaking. Because the rules only exist to maintain the status quo. 

Instead, we have to work ever harder on seeing, listening and supporting the quiet voices who have something important to say. Perhaps, if we listen a bit harder, we'll be able to do the right thing that much sooner.

Seeking sonder

Sonder is defined as that moment when you realize that everyone around you has an internal life as rich and as conflicted as yours.

That everyone has a noise in their head.

That everyone thinks that they are right, and that they have suffered affronts and disrespect at the hands of others.

That everyone is afraid. And that everyone realizes that they are also lucky.

That everyone has an impulse to make things better, to connect and to contribute.

That everyone wants something that they can't possibly have. And if they could have it, they'd discover that they didn't really want it all along.

That everyone is lonely, insecure and a bit of a fraud. And that everyone cares about something.

Sonder might happen to you. When it does, it will help you see the world in a whole new way. Because, if you let it, the feeling can persist. A feeling that can allow you to see others the way you'd like to be seen.

Distance to the top

It's tempting to enter a field where mastery is assured, where you have a very good shot of being as good at it as everyone else.

It turns out, though, that the most exciting and productive fields are those where there's a huge gap between those that are perceived to be the very best and everyone else.

The wider the gap, the more it's worth to push through it.

Oppositional

When someone is frequently naysaying a proposal or a situation, it's tempting to figure out how to make them happy. What can you change to find a compromise, how can you listen to their objections and respond in a way to gain their approval?

It might be, though, that being oppositional is making them happy. It may be that the best way to satisfy their objections is to let them keep objecting.

The problem with high expectations...

is that nothing will ever be good enough.

But the alternative, low expectations, is sad indeed.

The internet (like life) will always disappoint us. It will always be too flaky, too slow, too insulated. It will always have errors, hate and stupidity. And we had such high hopes, the promise was so big.

This is true of just about everything, and it opens the door to the realization that we can be brokenhearted or we can use those high hopes as fuel to make the next cycle even better.

Some people persist on grading themselves on a curve, ensuring that they'll never be disappointed in what they create or in the opportunities they pass by. It's a form of hiding, not an accurate insight into what you're capable of. You deserve better than that.

The engine of our discontent

When TV first was adopted, it was a magical gift. The shows united our culture and the ads fueled a seemingly endless consumer boom.

Today, though, marketers have turned television into an instrument of dissatisfaction. The shows alienate many, because they bring an idealized, expensive world into the homes of people who increasingly can't afford it. And the ads remind just about everyone that their lives are incomplete and unhappy--unless they buy what's on offer. Worse, cable news is optimized to shock, frighten and divide the people who watch it.

Social media can amplify all of these downward cycles. It's TV times 1,000.

Hence a middle class, millions of people who would be as rich as kings in any other time or place, that's angry and disappointed and feeling left behind. Victims of a media regime where they are both the user and the product.

Every time TV and social media become significant time sinks in a household, pleasure goes up and happiness goes down.

The solution is simple and difficult. 

We can turn it off.

If it's not getting you what you need or want, turn it off for a few hours.

Confusing signals

There are high-end products, like camera lenses, stereo speakers and cars where the conventional wisdom is that heavier is a signifier of better. It's so widely held that in many cases, manufacturers will intentionally make their products heavier merely to send a signal that they expect will be understood as quality.

And yet, in many cases, there are exceptional performers that completely contradict this belief. That the signal, which might have made sense before, doesn't actually hold true.

We do the same signal searching when we choose a book because it's been on a bestseller list, or a college because of its ranking, or a used car because of the way the interior smells and the door slams.

The same thing is true with the way we interview people for jobs. We think that a funny, calm person who looks like we do and interviews well is precisely the person who will perform the best. And, far more often than we'd expect, this is shown to be untrue.

We've all learned this the hard way, with charismatic people and with heavy stuff, too.

Signals are great. They're even better when they're accurate, useful and relevant.

Technical skills, power and influence

When a new technology arrives, it's often the nerds and the neophiliacs who embrace it. People who see themselves as busy and important often dismiss the new medium or tool as a bit of a gimmick and then "go back to work."

It's only a few years later when the people who understand those tools are the ones calling the shots. Because "the work" is now centered on that thing that folks hesitated to learn when they had the chance.

And so, it's the web programmers who hold the keys to the future of the business, or the folks who live in mobile. Or it's the design strategists who thrive in Photoshop and UI thinking who determine what gets built or invested in...

There's never a guarantee that the next technology is going to be the one that moves to the center of the conversation. But it's certain that a new technology will. It always has.

If you can't see it, how can you make it better?

It doesn't pay to say to the CFO: These numbers on the P&L aren't true.

And arguing with Walmart or Target about your market share stats doesn't work either.

You can't make things better if you can't agree on the data.

Real breakthroughs are sometimes accompanied by new data, by new metrics, by new ways of measurement. But unless we agree in advance on what's happening, it's difficult to accomplish much.

If you don't like what's happening, an easy way out appears to be to blame the messenger. After all, if the data (whether it's an event, a result or a law of physics) isn't true, you're off the hook.

The argument is pretty easy to make: if the data has ever been wrong before, if there's ever been bias, or a mistake, or a theory that's been improved, well, then, who's to say that it's right this time?

"Throw it all out." That's the cowardly and selfish thing to do. Don't believe anything that makes you look bad. All video is suspect, as is anything that is reported, journaled or computed.

The problem is becoming more and more clear: once we begin to doubt the messenger, we stop having a clear way to see reality. The conspiracy theories begin to multiply. If everyone is entitled to their own facts and their own narrative, then what exists other than direct emotional experience?

And if all we've got is direct emotional experience, our particular statement of reality, how can we possibly make things better?

If we don't know what's happened, if we don't know what's happening, and worst of all, if we can't figure out what's likely to happen next, how do take action?

No successful organization works this way. It's impossible to imagine a well-functioning team of people where there's a fundamental disagreement about the data.

Demand that those you trust and those you work with accept the ref's calls, the validity of the x-ray and the reality of what's actually happening. Anything less than that is a shortcut to chaos.

Defining authenticity

For me, it's not "do what you feel like doing," because that's unlikely to be useful. 

You might feel like hanging out on the beach, telling off your boss or generally making nothing much of value. Authenticity as an impulse is hardly something to aspire to.

It's not, "say whatever is on your mind," either.

Instead, I define it as, "consistent emotional labor."

We call a brand or a person authentic when they're consistent, when they act the same way whether or not someone is looking. Someone is authentic when their actions are in alignment with what they promise.

Showing up as a pro.

Keeping promises.

Even when you don't feel like it.

Especially when you don't.

The pre-steal panic, and why it doesn't matter

When I started as a book packager, there were 40,000 books published every year. Every single book I did, every single one, had a substitute.

Every time we had an idea, every time we were about to submit a proposal, we discovered that there was already a book on that topic. Someone else had 'stolen' my idea before I had even had it.

The only topics I invented that had never been published before were books I was unable to sell.

No one expects you to do something so original, so unique, so off the wall that it has never been conceived of before. In fact, if you do that, it's unlikely you will find the support you need to do much of anything with your idea.

Your ideas have all been stolen already.

So, now you can work to merely make things that are remarkable, delightful and important. You can focus on connection, on making a difference, on building whole solutions that matter.

Isn't that a relief?

Change is a word...

for a journey with stress.

You get the journey and you get the stress. At the end, you're a different person. But both elements are part of the deal.

There are plenty of journeys that are stress-free. They take you where you expect, with little in the way of surprise or disappointment. You can call that a commute or even a familiar TV show in reruns.

And there's plenty of stress that's journey-free. What a waste.

We can grow beyond that, achieve more than that and contribute along the way. But to do so, we might need to welcome the stress and the journey too.

"You're doing it wrong"

But at least you're doing it.

Once you're doing it, you have a chance to do it better.

Waiting for perfect means not starting.

The pleasure/happiness gap

Pleasure is short-term, addictive and selfish. It's taken, not given. It works on dopamine.

Happiness is long-term, additive and generous. It's giving, not taking. It works on serotonin.

This is not merely simple semantics. It's a fundamental difference in our brain wiring. Pleasure and happiness feel like they are substitutes for each other, different ways of getting the same thing. But they're not. Instead, they are things that are possible to get confused about in the short run, but in the long run, they couldn't be more different.

Both are cultural constructs. Both respond not only to direct, physical inputs (chemicals, illness) but more and more, to cultural ones, to the noise of comparisons and narratives.

Marketers usually sell pleasure. That's a shortcut to easy, repeated revenue. Getting someone hooked on the hit that comes from caffeine, tobacco, video or sugar is a business model. Lately, social media is using dopamine hits around fear and anger and short-term connection to build a new sort of addiction.

On the other hand, happiness is something that's difficult to purchase. It requires more patience, more planning and more confidence. It's possible to find happiness in the unhurried child's view of the world, but we're more likely to find it with a mature, mindful series of choices, most of which have to do with seeking out connection and generosity and avoiding the short-term dopamine hits of marketed pleasure.

More than ever before, we control our brains by controlling what we put into them. Choosing the media, the interactions, the stories and the substances we ingest changes what we experience. These inputs lead us to have a narrative, one that's supported by our craving for dopamine and the stories we tell ourselves. How could it be any other way?

Scratching an itch is a route to pleasure. Learning to productively live with an itch is part of happiness.

Perhaps we can do some hard work and choose happiness.

[HT to the first few minutes of this interview.]

Dop vs ser

Looking for a friend (or a fight)

If you gear up, put yourself on high alert and draw a line in the sand, it's likely you'll find the enemy you seek.

On the other hand, expecting that the next person you meet will be as open to possibility as you are might just make it happen.

Facing the inner critic

Part of his power comes from the shadows.

We hear his voice, we know it by heart. He announces his presence with a rumble and he runs away with a wisp of smoke.

But again and again, we resist looking him in the eye, fearful of how powerful he is. We're afraid that like the gorgon, he will turn us to stone. (I'm using the male pronoun, but the critic is a she just as often).

He's living right next to our soft spot, the (very) sore place where we store our shame, our insufficiency, our fraudulent nature. And he knows all about it, and pokes us there again and again.

As Steve Chapman points out in his generous TEDx talk, it doesn't have to be this way. We can use the critic as a compass, as a way to know if we're headed in the right direction. 

Pema Chödrön tells the story of inviting the critic to sit for tea. To welcome him instead of running.

It's not comfortable, but is there any other way? The sore spot is unprotectable. The critic only disappears when we cease to matter. They go together.

We can dance with him, talk with him, welcome him along for a long, boring car ride. Suddenly, he's not so dangerous. Sort of banal, actually.

There is no battle to win, because there is no battle. The critic isn't nearly as powerful as you are, not if you are willing to look him in the eye.

The crisp meeting

A $30,000 software package is actually $3,000 worth of software plus $27,000 worth of meetings.

And most clients are bad at meetings. As a result, so are many video developers, freelance writers, conference organizers, architects and lawyers.

If you're a provider, the analysis is simple: How much faster, easier and better-constructed would your work be if you began the work with all the meetings already done, with the spec confirmed, with the parameters clear?

Well, if that's what you need, build it on purpose.

The biggest difference between great work and pretty-good work are the meetings that accompanied it.

The crisp meeting is one of a series. It's driven by purpose and intent. It's guided by questions:

Who should be in the room?

What's the advance preparation we ought to engage in? (at least an hour for every meeting that's worth holding).

What's the budget?

What's the deadline?

What does the reporting cycle look like--dates and content and responsibilities?

Who is the decision maker on each element of the work?

What's the model--what does a successful solution look like?

Who can say no, who can change the spec, who can adjust the budget?

When things go wrong, what's our approach to fixing them?

What constitutes an emergency, and what is the cost (in time, effort and quality) of stopping work on the project to deal with the emergency instead?

Is everyone in the room enrolled in the same project, or is part of the project to persuade the nay-sayers?

If it's not going to be a crisp meeting, the professional is well-advised to not even attend.

It's a disappointing waste of time, resources and talent to spend money to work on a problem that actually should be a conversation first.

The under (and the over) achiever

It doesn't matter what the speed limit is. He's going to drive five miles slower.

And it doesn't matter to the guy in the next car either... he's going to drive seven miles faster.

It's not absolute, it's relative.

The person wearing the underachiever hat (it's temporary and he's a volunteer) will get a C+ no matter how difficult the course is. And the person who measures himself against the prevailing standard will find a way to get an A+, even if he has to wheedle or cut corners to get it.

When leading a team, it's tempting to slow things down for the people near the back of the pack. It doesn't matter, though. They'll just slow down more. They like it back there. In fact, if your goal is to get the tribe somewhere, it pays to speed up, not slow down. They'll catch up.

Unbridled

There's a school of thought that argues that markets are the solution to everything. That money is the best indication of value created. That generating maximum value for shareholders is the only job. That the invisible hand of the market is the best scorekeeper and allocator. "How much money can you make?" is the dominant question.

And frequently, this money-first mindset is being matched with one that says that any interference in the market is unnecessary and inefficient. That we shouldn't have the FDA, that businesses should be free to discriminate on any axis , that a worker's rights disappear at the door of the factory or the customer's at the lunch counter--if you don't like it, find a new job, a new business to patronize, the market will adjust.

Taken together, this financial ratchet creates a harsh daily reality. The race to the bottom kicks in, and even those that would ordinarily want to do more, contribute more and care more find themselves unable to compete, because the ratchet continues to turn.

The problem with a race to the bottom is that you might win. Worse, you could come in second.

There are no capitalist utopias. No country and no market where unfettered capitalism creates the best possible outcome. Not one. They suffer from smog, from a declining state of education and health, and most of all, from too little humanity. Every time that the powerful tool of capitalism makes things better it succeeds because it works within boundaries.

It's worth noting that no unbridled horse has ever won an important race. 

The best way for capitalism to do its job is for its proponents to insist on clear rules, fairly enforced. To insist that organizations not only enjoy the benefits of what they create, but bear the costs as well. To fight against cronyism and special interests, and on behalf of workers, of communities and education. That's a ratchet that moves in the right direction.

Civilization doesn't exist to maximize capitalism. Capitalism exists to maximize civilization.

On the danger of saying something for the first time

That's rare air, with no support, no foundation.

Like the coyote, running of a cliff in pursuit of the roadrunner...

What could be more important? 

When we synthesize and invent and leap, we create a rare sort of value.

#perfect

Nothing ever is. Nothing is flawless, optimized and suitable for everyone.

Instead, all we can hope for is, "the best we could hope for, under the circumstances."

But, because there are circumstances, whatever happens is exactly what the circumstances created. Whatever is happening now is what's going to happen now. There's no way to change it. Perhaps we can change tomorrow, or even the next moment, but this moment--it's exactly what it was supposed to be, precisely what the circumstances demanded.

Which, if we're going to be truthful about it, is perfect.

In the long run, we can work to change the circumstances. We can start today, right now. We must. It's the only way to make perfect better.

Constructive dissatisfaction

It's never been easier to find ways to be disappointed in our performance. You can compare your output, your income, your success rate to a billion people around the globe... many of whom are happy to exaggerate to make you even more disappointed.

It's hardly worth your trouble.

The exception is the dissatisfaction that is based on a legitimate comparison, one that gives you insight on how to improve and motivates you to get better.

Get clear about the change you're trying to make and, if it's useful, compare yourself to others that are on the same path as you are.

If the response rate to your website is lower than your competitor's, take a look at what they're doing and learn from it.

If your time in the hundred-yard dash is behind that of the person to your left, analyze the video of their run, step by step, and figure out what you're missing.

You can always find someone who is cuter, happier or richer than you. (Or appears to be). That's pointless.

But if you can find some fuel to help you reach your goals, not their goals, have at it.

Your fast car

Right there, in your driveway, is a really fast car. And here are the keys. Now, go drive it.

Right there, in your hand, is a Chicago Pneumatics 0651 hammer. You can drive a nail through just about anything with it, again and again if you choose. Time to use it.

And here's a keyboard, connected to the entire world. Here's a publishing platform you can use to interact with just about anyone, just about any time, for free. You wanted a level playing field, one where you have just as good a shot as anyone else? Here it is. Do the work.

That's what we're all counting on.

For you to do the work. 

In search of competition

The busiest Indian restaurants in New York City are all within a block or two of each other.

Books sell best in bookstores, surrounded by other books, their ostensible competitors.

And it's far easier to sell a technology solution if you're not the only one pioneering the category.

Competition is a signal. It means that you're offering something that's not crazy. Competition gives people reassurance. Competition makes it easier to get your point across. Competition helps us understand that people like us do things like this.

If you have no competition, time to find some.

Can you live in a shepherd's hut?

The best way to plan a house on a vacant piece of land is to move into a tiny shepherd's hut on a corner of the property. It's not fancy, and it's not comfortable, but you can probably stay there for a week or two.

And during that week, you'll understand more about the land than you ever could in an hour of walking around. You'll see how the rain falls and the sun shines and the puddles form.

As you've probably guessed, you can do that with the job you're thinking about taking or the project you're thinking about launching. Show up in the market and make some sales. Take a role as an intern and answer the customer service hotline for a day. Get as close as you can to the real thing, live it, taste it, and then decide how to build your career or your organization.

If the shepherd's hut feels too uncomfortable, it might not be the land you wanted in the first place.