"Video Lecture _ Lecture 3 Before the Startup"
This post is about "Counterintuitive Parts of Startups, and How to Have Ideas" by Paul Graham. In this lecture, Paul Graham spoke about six major and critical points that one has to remember not to do while working on a startup. The first thing that was mentioned is startups are so weird that if you follow your instincts they will lead you astray. The main idea is if you follow your instincts they will lead you probably in the wrong direction. You can, however, trust your instincts about people. Your life so far hasn't been much like starting a startup, but all the interactions you've had with people are just like the interactions you have with people in the business world. When it comes to people, however, you should choose only ones you trust and know how you work. The second thing to concentrate on is what you need to succeed in a startup is not expertise in startups. P. Graham is sure that an individual needs expertise in his/her own users. The important thing is not to go through the motions of starting a startup without making something people want. Young founders usually start trying to see which things they need to do in their startup as in a checklist. Mostly because they’ve been trained to do that since school. A common mistake for founders is to visualize the level fundraising as a measure of success for the startup. So, they start wanting to know what are the tricks for convincing investors. They get the answer to that which is having a startup that is doing well, growing fast and tell investors so. Then they want to find out what tricks are for growing fast. There is nothing as growth hack. The only thing for that is to make something users really love and tell them about it. Things are simple; they conceal themselves because they’ve been trained to look for the trick. The next thing is about starting a startup is where the gaming the system stops working. In a startup, there is no boss to trick. It is impossible and you cannot trick people. There are all users and all of them care about is if your software does what they want. Hence, it is obvious that all startups are all time-consuming. This doesn’t need additional clarification and explanation. Moving to the next idea you can’t tell if you can succeed doing a startup or not. It is noticeable that no one can predict this. Trainers, mentors, advisors, or investors may notice or know you are smart but they cannot determine the attitude of the entrepreneur in the future. Thus, if you are afraid, don’t do it; however, if you are not sure, try. There are two things you may do before a startup in the future: idea and co-founder. Moreover, the way to get startup ideas is not to think about getting startup ideas. It might sound contradictory but to come up with a good startup idea you have to take a step back and think about real problems. You need to learn and explore what people need. How to start thinking like that way:
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Learn about things that matter
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Work on problems that interest you
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With people you like and respect.
Startup ideas come
unconsciously and you don’t realize at first they are startup ideas. For
example, ‘Google’, ‘Apple’, ‘Facebook’ were all first side projects. However,
sometimes a side project might turn into an enormous portion of your life so;
you’ll know you are turning this side project into a startup.
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