Founders often mistake their preferences for principles. A true principle is a non-negotiable rule you adhere to regardless of the trade-offs (e.g., 'always do things the right way'). A preference is a desired path you're willing to abandon when circumstances change (e.g., 'prefer not to build a sales team yet'). Clarifying this distinction leads to more consistent and high-integrity decisions.
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Saying 'no' to product ideas is often contentious. At GitHub, the process is simplified by first 'seeking the truth'—rigorously assessing if an initiative aligns with the team's definition of success. If it doesn't, the 'no' becomes an objective, logical conclusion rather than a subjective or political decision.
When your business no longer feels aligned, trust your instincts to make a change. The required pivot may be disruptive and risky, especially if the current model is commercially successful, but your internal wisdom is the most reliable guide for long-term fulfillment and integrity.
True entrepreneurship often stems from a 'compulsion' to solve a problem, rather than a conscious decision to adopt a job title. This internal drive is what fuels founders through the difficult decisions, particularly when forced to choose between short-term financial engineering and long-term adherence to a mission of creating real value.
Breakthrough companies often succeed not by iterating endlessly, but by 'planting a flag'—making a strong, often contrarian bet on a core thesis (e.g., email-first media) and relentlessly executing against that vision, even when it's unpopular or lacks momentum.
Instead of chasing trends or pivoting every few weeks, founders should focus on a singular mission that stems from their unique expertise and conviction. This approach builds durable, meaningful companies rather than simply chasing valuations.
Complexity thrives in gray areas where constant analysis is required. Seth Godin advocates for establishing non-negotiable professional rules, such as never missing a deadline or refusing a specific type of work (like spreadsheets in business school). This forced simplicity eliminates negotiation and mental drain, focusing your energy and building a clear reputation.
Jason Fried advises founders facing inflection points to trust their own instincts rather than seeking external playbooks. An outsider can't replicate the founder's deep, irreplaceable knowledge of their business's history and decisions. The only path forward is to continue "making it up" based on that unique context.
A founder's retrospective analysis often reveals that delayed decisions were the correct ones, and the only regret is not acting sooner. Recognizing this pattern—that you rarely regret moving too fast—can serve as a powerful heuristic to trust your gut and accelerate decision-making, as inaction is often the biggest risk.
The number one reason founders fail is not a lack of competence but a crisis of confidence that leads to hesitation. They see what needs to be done but delay, bogged down by excuses. In a fast-moving environment, a smart decision made too late is no longer a smart decision.
Adopt a new operating system for decision-making. Instead of evaluating choices based on an unattainable standard of perfection, filter every action through a simple question: does this choice result in forward progress, or does it keep me in a state of inaction? This reframes the goal from perfection to momentum.
