Three of our key values at Buffer are “Always choose positivity and happiness”, “Have a focus on self-improvement” and “Live smarter, not harder”. As a result of these particular values, in the last few months I have tried to be quite deliberate about living as fully to the values as I can. Specifically, it has meant finding ways to work on improving my happiness and the quality of my sleep. I wanted to share a couple of neat small techniques which have helped me.
Forcing a smile and feeling the flow of gratitude and happiness
"It is not joy that makes us grateful. It is gratitude that makes us joyful." - David Rast
Åsa, one of our awesome Happiness Heroes at Buffer, Tweeted the above quote, and I have found it to be very true. I think there’s a clear link between gratitude and happiness, and this is an interesting correlation to take advantage of.
This morning I was walking to a meeting, and for some reason I didn’t feel as upbeat as I like to be. I was walking along, perhaps a little more sluggish than usual. I think my head was tilted down towards the ground, rather than feeling calm and confident and looking straight ahead.
As soon as I noticed how I felt, I decided to experiment with something. I’d discussed with Leo and others in the team the fact that smiling can actually be the trigger to feel happier, rather than needing to feel happy in order to smile. Leo had written on the Buffer blog about what happens to the brain when you smile.
So, I simply opened my mouth slightly, and started to force a smile. Even the smallest hint towards a smile changed my mood right away. I then adjusted my posture, looked up to the amazing clear San Francisco sky, and smiled wider. I then felt gratitude that I’ve been lucky enough to find myself in this place, and be able to live here in this magical city. These few minutes completely transformed my mood.
I’ve noticed that for myself, I have a habit of walking around with my mouth closed, and this makes it a little less natural for me to easily break into a smile. I’ve started to open my mouth more, and somehow this has helped me smile more (and make me happier). This seems to help me a lot.
Reflecting on why I woke up many times during the night
Back in March we introduced a perk at Buffer where everyone in the team gets a Jawbone UP. Since then I’ve become quite interested in my sleep and how I can improve it. I have always struggled with sleep, and sometimes convinced myself that I’m the kind of person who doesn’t need that much sleep. When studying I would often get by on 5 or 6 hours sleep. The fact is, however, that when I get 7 hours sleep compared to 6, I can feel a big difference in my focus and productivity during the day.
So in the last few months I started to experiment with all kinds of different things to improve my sleep. I tried wearing earplugs, going for evening walks to wind down, opening a window to cool down my room, etc. A key thing I found out by having the Jawbone UP and seeing the statistics of my sleep, was that I frequently wake up in the night. I then realized that I often wake up to go to the bathroom. Once I discovered this, I tried to stop the waking by drinking less before sleeping. This didn’t seem to stop me waking up, however.
I then began to start thinking about what happens when I wake up and go to the bathroom. When going to the bathroom of course I turn the light on, and this immediately starts to wake me up further. It also naturally led to me washing my hands, and in that process I found myself looking in the mirror and noticing sleep in my eyes. I’d therefore wash my face. By the end of this, I was almost completely awake.
Since I had conceded that I might not stop the waking, I decided to try something else. When I awoke, I simply stayed lying in bed and didn’t get up to go to the bathroom. I didn’t really need to go to the bathroom that bad. Interestingly, this small adjustment has improved my sleep massively, and has led to the difference you can see below:
With the same amount of time in bed, I can get around an extra hour of sleep, just by avoiding getting out of bed to go to the bathroom. It blew my mind how that small change could have this impact. And of course I sleep every single night, and so this leads to better focus and productivity every single day. Wow.
These are just two interesting small techniques I discovered while reflecting on my happiness and my sleep. Are there any small changes like these that you use to help you succeed or feel happier?
Photo credit: Diogo A. Figueira
One of the things I enjoy most about building a company is to focus on culture, and to think about how we can create a team which is a joy to be part of. A large part of this is creating a set of values and trying to gather people who feel at home amongst each other.
As part of this focus on culture, we have done quite a few things rather early at Buffer. We started to think seriously about culture when we were just 7 people and put our values into words shortly afterwards.
A realization my co-founder Leo and I had shortly after this was that if we truly want to focus on creating a great culture, it is inevitable that some people won’t work out and we would have to ask them to leave the company.
There is very little written on the subject of firing people, and it’s a hard thing to talk about, especially when you are still small. However, one of our highest cultural values is transparency, and for some time I have felt we were not being true to our values by not talking about this.
The journey to the current Buffer team
To put things in perspective here: Buffer is now a team of 13, and in the journey so far we’ve actually let 6 people go. For us, we’ve luckily never had financial struggles, all of these decisions were based around culture-fit. It’s hard work to hire people and even harder to fire people, so a team of 13 feels rather small for the efforts we’ve been through so far. At the same time, this team of 13 is a real privilege to be part of.
Hiring for skills vs hiring for culture
When I started Buffer, I had no real idea what culture is. We grew quite fast, and my intuition was to fill the gaps we had with the most skilled people I could find.
Once we reached 7 people, I started to see the importance of building a cohesive team that works well together and is a lot of fun to be part of. A large part of this is defining the culture and finding people who are a great fit for that culture. That’s when we put our culture into words and created our cultural values.
Once we had put our culture into words, that’s when we started to much more rigorously hire based on the values. In fact, it’s really hard to hire for culture-fit until you have your values in words:
“‘Cultural Fit’ is only a valid hiring criteria if you can accurately define your culture” - Chris Yeh
With our culture in place, we’ve evolved our hiring process and we focus a lot on the culture we have. This means finding people who are positive and happy, with a focus on self-improvement, who have gratitude, are humble and are comfortable with our extreme transparency. We have what we call a ‘Buffer Bootcamp’, essentially a 45 day contract period with 1:1 meetings for feedback at 2 weeks, 1 month and 45 days. A lot of this is to see whether Buffer is a good fit for the person joining the team.
With this more rigorous process, we found that some people didn’t fit the culture and letting people go was inevitable. Surprisingly, the very act of letting people go has shaped our culture more than anything:
"I think some of the core decisions that impact culture are who you let on the bus and who you make sure gets off the bus. The values that determine these decisions really shape your culture. Similarly, who gets rewarded and promoted within your company really shapes your culture. So, it’s the actual every day operating decisions that most shape your culture." - Dave Kashen
Culture is not about right or wrong
Although we’ve let 6 people go, these were all great people and they all did fantastic work. We just realized that they were not a perfect fit for our culture, so it made sense to part ways.
I would even go a step further and say that keeping people around who are not a great culture-fit is one of the worst things that could happen to someone. It has almost always been a mutual feeling when I had the conversation to let someone go: they felt some relief. I even have this quote on my wall to remind myself to think in this way:
"Waiting too long before acting is equally unfair to the people who need to get off the bus. For every minute you allow a person to continue holding a seat when you know that person will not make it in the end, you’re stealing a portion of his life, time that he could spend finding a better place where he could flourish." - Jim Collins
Why letting people go is part of the process
I think firing someone is perhaps one of the hardest things you have to learn as a founder. Another key realization for me has been that letting people go is a continual part of growing a great team.
No matter how awesome our hiring process is, it’s inevitable that sometimes the person is not a great fit. Now that we have grown to 13 people and had to make tough team changes along the way, we’ve started to see a ratio emerge. We now know not to be surprised if about 1 in 4 people we hire doesn’t work out. It helps to know this possibility in advance.
"If you are super-scrupulous about your hiring process, you’ll still have maybe a 70% success rate of a new person really working out — if you’re lucky." - Marc Andreessen
This is probably one of the hardest areas of learning I’ve experienced as a CEO. I’ve spent a lot of the last 10 months thinking this through, reading as much as I could about it and getting lots of advice. We’re still at the very beginning, but it is comforting to have got to a point where this is a bit less scary.
Have you had to let people go while building your company? What do you think about the priority which should be placed on culture-fit? I’d love to hear your thoughts on this topic.
A special thanks to Leo, Carolyn, Belle and Sunil for reading drafts of this.
Photo credit: Katie Tegtmeyer
Buffer is a fully distributed team. It’s a decision I had to make at the end of 2012, and it’s interesting to reflect on that decision now. I am happy to report that I am in love with the choice we made to be distributed all across the world.
How Buffer is set up
When I say we’re a distributed team, I mean that we’re literally spread across the whole planet. Buffer is a team of 12 right now, and here are the locations of everyone in the team:
In addition, Michelle was in San Francisco until just a week ago, Andy regularly travels and Åsa just took a few months trip back to Sweden (she normally resides in Sydney, Australia).
6 reasons being distributed is so exciting
I think the distributed team discussion is often focused around the challenges. I wanted to share from our experience the fun side of being distributed, which I think far outweighs the challenges:
1. Our team is super productive
The thing about hiring people for a distributed team is that they need to be self-motivated and productive working at home, coffee shops or a co-working space. We have a 45-day contract period to see how this goes and we look especially for people who have worked as freelancers or on startups. Everyone on board is incredibly smart and it’s humbling to work with them.
2. Team members have incredible amounts of freedom
Have a family event coming up and need to travel on Friday? No problem. Want to take off to Bali or Gran Canaria for a few weeks and work from there? Awesome - please share photos :) These things have all happened and are regular occurrences within our distributed team. It’s the little things too, like being able to avoid a commute and spend more time with family. We don’t have working hours and we don’t measure hours at all. We’re all excited about our vision and we focus on results, balance, and sustained productivity.
3. It feels like the future
Even being able to share the locations of all my co-workers when I meet others and chat about Buffer is so much fun and exciting. I think it provides a great story rather than all of us being in the same office each day. People ask how we manage it and I share our workflows and tools. We call HipChat our office, and a number of Google Hangouts are our conference rooms. I genuinely believe that how we’re set up will be very normal in a few years. There are certainly challenges and we’re still figuring a lot of it out. It’s fun and a huge privilege to be able to be part of this innovation and experiment and share our learnings.
4. I’m learning so much about the world
People within the team speak lots of different languages and talking with each other we learn about what it’s like to grow up elsewhere in the world. We think carefully about shaping our culture further and how our choices might affect the various cultures within the team. Carolyn recently has kindly been educating us about Nashville:
5. We travel the world to work together 3 times a year
Part of the DNA of Buffer is that we traveled all over the world for much of the first two years. This is something that has been sustained and is part of our values (and many in the team have lived up to this value by traveling as part of the team).
In order to have deliberate face-to-face time together to bond and have fun, we have 3 Buffer Retreats per year, where we gather the whole team in a single location. We spend a week working together and also do activities like sightseeing, boating and jet-skiing. We had our first in San Francisco (and Lake Tahoe) and next time we’ll be heading to a beach in Thailand!
6. Timezones make you awesome
Finally, you can look at timezones as an inconvenience, or you can embrace them and discover the magic of the time difference.
A key part of our vision is to set the bar for customer support. We obsessively track happiness of our customers and our speed to respond to them. We have almost a million users and we reply to 50% of emails within 1 hour and 75% within 6 hours. We do this with a Happiness Hero team of just 3, and we couldn’t achieve this level of service without being spread across multiple timezones.
Timezones are a huge help for our development cycle too - with engineers in the US, UK and Asia, we literally never stop coding.
Do you have experience of working in or growing a fully distributed team? Or do you have any thoughts about working in this way? I’d love to hear from you.
Photo credit: Colleen Lane
This article is inspired by Startup Edition in response to “What advice would you give young entrepreneurs?”
I feel incredibly lucky that I managed to jump on board the path of building a startup. Having hit upon a product that solved a key pain for many people, Buffer has grown rather fast. We now have over 850,000 users and the team is 12 people.
When I reflect on how quickly things happened and what it has required of me, the first thing that comes to mind is Paul Graham's essay entitled How to Make Wealth. In particular, this part resonates with me:
You can think of a startup as a way to compress your whole working life into a few years. Imagine the stress of working for the Post Office for fifty years. In a startup you compress all this stress into three or four years.
There’s a lot to learn if you aspire to build a startup. I have thoroughly enjoyed the journey, and I can only recommend it to others. I can’t think of a better way to lead a fulfilling life. Here are 6 suggestions I have if you happen to be getting started along this road:
1. Experiment. Lots.
"If you’re not already doing a side project, I’d recommend starting one. Although they can complicate your schedule and make life busier, they are one of the few consistent keys I’ve observed in almost anyone who has impressive accomplishments." - Scott Young
I’ve mentioned previously that the Internet is littered with my past attempts to create a successful startup. Even before I knew I truly wanted to build a startup, I played around with countless side projects and they are spread across the web, too.
I think there is often a misconception that to be successful you need to focus and put all your eggs in one basket. That’s not how it happened for me. I tried a ton of different things, and I started Buffer on the side while working full-time as a freelance developer. The key is to focus once you have something that works, that gains traction and people love. Until then, I say experiment away.
2. Stay inspired.
"People often say that motivation doesn’t last. Well, neither does bathing - that’s why we recommend it daily." - Zig Ziglar
Looking back to the early days of my first startup attempt, I think something that kept me going was that I continually read books about startups and entrepreneurs and watched as many interviews of founders as I could find. In fact, I was especially humbled to be invited to share my story on Mixergy precisely because I have watched tens of interviews by Andrew Warner and they always inspired me to keep pushing forward.
It’s true that at some point you have to stop soaking up the motivation and actually get to work. However, I think a lot of people underestimate how powerful it can be to be take in the learnings of others. Especially in the early days when you might not necessarily be surrounded by others trying to do startups, I think staying inspired in this way can plant that spark inside to help you make it happen.
3. Travel the world and move.
"Travel is fatal to prejudice, bigotry, and narrow-mindedness." – Mark Twain
Travel is something that I always thought would be fun, and I never imagined the impact it could have for me. From simply moving a hundred miles from my hometown of Sheffield to Birmingham in the UK, to then traveling several continents and living in San Francisco, Hong Kong and Tel Aviv, I’ve been extremely lucky to have experienced completely different cultures and meet great people.
I truly believe that if you choose to travel you’re immediately much more likely to succeed with whatever you are trying to do. Leaving what you know and stepping into uncertainty, you naturally become more open-minded and create new opportunities for yourself.
Interestingly, many have an attachment to their hometown and want to be there in order to help their town and others who live there. My belief is that you can do a lot more to help your hometown if you make the decision to leave. I’ve never once heard someone regretting their decision to travel.
4. Choose your friends wisely.
"You are the average of the five people you spend the most time with." - Jim Rohn
One of the most interesting side-effects of moving and traveling a lot has been that in every new place I have settled in, I have had the chance to rethink every part of my life. I reflect on what kind of place I want to live, how close I want to be to all amenities, what routine I want to adopt and even who I want to hang out around.
The clear example of the power of adjusting your group of friends is that your school friends probably aren’t all entrepreneurs. The thing with doing a startup is that it’s an unusual path and one where there are far more reasons it can go wrong than can go right. If you truly want to succeed, surrounding yourself with other optimists is one sure way to have much better odds. The cool thing is, these are really fun people to be around.
I strive every day to meet (and hire) more people I can learn from.
5. Stay laser focused on building something people want.
"In nearly every failed startup, the real problem was that customers didn’t want the product." - Paul Graham
It’s easy to get distracted when you begin your startup endeavors. You might take a look around and assume you need to incorporate, or raise funding, or countless other things that everyone seems to do.
In my experience, all that really matters is to try and find a real problem to solve. What it comes down to is whether you have hit product/market fit. If you have, you’ll know it, and you’ll start to get traction.
If what you’ve built isn’t working, keep experimenting with new ideas.
6. Be open and vocal
"If you have an apple, and I have an apple, and we swap, we each still only have one apple. But if you have an idea and I have an idea and we swap, we each have two ideas." - George Bernard Shaw
Before Buffer, I had a few previous startup ideas that weren’t too successful. One of the things that is easier to reflect on in hindsight is that luckily during that time I was Tweeting, blogging, going along to events and generally getting to know a lot of people.
When people ask me what my initial marketing was to get Buffer started, the truth I have to share is that my marketing consisted of sharing the idea with the 1,700 Twitter followers I had at the time. I attribute my previous openness to the fact that I had these followers to help me get Buffer started. As a result, I completely agree with Leah Bursque’s advice:
"Talk to every single person you meet about your idea. Talk until they tell you to shut up. Discover new questions and patterns so you can test and refine your idea. Then find more people to talk to."
What advice would you give to an aspiring startup founder? I’d love to hear your thoughts.
Read more on this topic from an awesome group of entrepreneurs at Startup Edition.
Photo credit: Robert Scoble
I’ve written in the past about the evolution of our culture at Buffer. One of the things we started to do at around 6-7 people as part of the culture is that everyone has a 1:1 session with either myself or their team lead at least every 2 weeks. On top of that, I personally have a 1:1 session with Leo, Carolyn and Sunil (the c-suite) every single week.
It’s been pretty powerful to put in place, and it’s something I would very much encourage startups to experiment with early on. I don’t often hear about coaching and feedback processes being in place at startups, and it took us some time to figure out how to structure it, so I hope this might be useful.
How the 1:1 sessions work
We’ve had many different iterations of the structure of our 1:1 sessions, which originated from the ‘mastermind’ format I’ve previously written about. Currently they last around 70 minutes and have quite a rigid structure as follows:
- 10 minutes to share and celebrate your Achievements
- 40 minutes to discuss your current top challenges
- 10 minutes for the team lead (or me) to share some feedback
- 10 minutes to give feedback to the team lead (or me)
Each of these sections serve a slightly different purpose and combine to create a very productive session. In addition, once sessions like this are done consistently over a period of a couple of months, a momentum builds and we’ve found the whole team has really started to move into a whole new gear.
The 1:1 is for the team member, not the CEO or team lead
You might notice that in the structure breakdown above, it translates to 60 minutes dictated by the team member, and only 10 minutes led by myself or the team lead. This is very deliberate, and in the early days the balance was the other way around. One of the key realizations for me that it should work this way was a great article Ben Horowitz wrote entitled One on One where he said the following:
Generally, people who think one-on-one meetings are a bad idea have been victims of poorly designed one-on-one meetings. The key to a good one-on-one meeting is the understanding that it is the employee’s meeting rather than the manager’s meeting.
When you share the structure in advance and 85% of the time is dedicated to the team member, and it is up to them to set the agenda, it suddenly becomes very empowering.
Listening and suggesting, rather than commanding
During the 1:1 session, the team lead will try her best to simply ask questions and maybe share some of her thoughts or similar experiences. The aim really is to help the team member to think about the challenge and come up with their own solution or steps forward that they can be completely happy and excited about.
This can be one of the hardest things to do - to hold back when an idea comes into your head about what the team member could do next to solve their challenge. However, this is really important. If instead of just instructing the team member as to how to solve their challenge, you ask questions to try and guide them to that answer, then you might find your own idea was in fact the wrong solution entirely. This has happened quite a number of times, and has been fascinating to see.
Even if the solution is what you have in your mind, it is a hundred times more motivating for the team member to come away knowing that they came up with a solution themselves, that this solution is theirs and they were not commanded. Galileo explained perfectly why we try to approach it in this way:
You cannot teach a man anything; you can only help him to find it within himself.
The power of scheduled time for reflection, celebration and feedback
I think a reason that the weekly or biweekly 1:1s can serve to accelerate progress at a startup, is that it is a deliberate and scheduled session to spend 10 minutes purely for celebrating achievements (something we often forget to be happy about and grateful for), and a lot of time to reflect and make adjustments. Tim Ferriss put this better than I can myself in one Random Show episode:
It is important that you pay as much attention to appreciation as you do to achievement. Achievement without reflection on what you have and the gratitude for that is worthless.
In addition, having 10 minutes for each person to give feedback to the other is very freeing. The time is set up specifically for feedback, and if this time did not exist it may be hard for someone to share their concerns or suggestions for change within the company. Especially for a CEO, it can be uncomfortable for people to share feedback, so this setup is a way to receive incredibly useful information.
Embracing our cultural value of self-improvement
One of the unique values in the culture at Buffer is to “Have a focus on self-improvement”, and this can be related to your work at Buffer or (often) personal improvements.
In the challenges section of the 1:1s, the discussion may be for challenges within Buffer, or it could be working on your self: for example improving your sleep, pushing yourself to keep learning a new language, trying new forms of exercise such as swimming, or how to blog more frequently.
Do you have a process in place for accelerated improvement and two-way feedback at your startup? I’d love to hear your thoughts on this topic.
Photo credit: Jerome Carpenter
As a CEO I often ponder how I can help the team be as productive and happy as possible. As part of our decision to be a distributed team at Buffer, there have been a number of amazing advantages this has brought as well as it making a fun team to be part of due to the many different cultures and locations of team members. Recently I’ve seen quite a number of articles about remote working, and I’m excited so many are sharing their insights. I particularly enjoyed Wade Foster's article on how they manage a remote team at Zapier and wanted to share some insights into how we do things at Buffer.
The decision to be a distributed team
During the few months I spent focused on the decision of whether to commit to Buffer being a distributed team, I sought advice from many people. Some of the best advice I received was from David Cancel, who I had the chance to sit down with and chat over coffee. His key insight was that in his experience founding a number of companies so far, he has found that two scenarios work well, while one doesn’t work too well. He advised that we either be fully distributed, or have everyone in the same office. David said that the time he had a main office with the majority of people there and only one or two people working remotely, that didn’t work so well.
With this insight and further thinking I made the decision and we became a fully distributed team. We immediately hired a number of people working remotely to quickly balance out the team and ensure we were fully distributed rather than a team in one location with just one or two remote workers. This was an immediate benefit to us especially as a team focused on outstanding customer support, since we quickly covered all timezones.
The delicate nature of a distributed team
The interesting thing I’ve found with a distributed team is that I believe it is a very delicate balance to ensure that everyone who is away from the main base location feels just as much a part of the team. What you don’t want is to end up with a scenario with people feeling like “second class citizens” if they are not in the base where the office is. Jason Zimdars from 37signals put this in the best way I’ve heard:
There are no advantages for people who come into the office, no disadvantages to staying home to get your work done.
I think this a super important quality of a great distributed team, and it is one we consistently keep in mind and something which causes many of the questions and choices around our distributed team.
Questions often in my mind while we grow as a distributed team
As a result of these difficult and important choices to ensure a distributed team works well, I often have some interesting thoughts and questions in my mind which to some could seem petty, but which I believe are essential to get right in order to thrive as a distributed team. Some of these questions we now have a confident stance on, others are things which still linger in my mind. I believe being a distributed team and figuring out the best path is a journey which will last the lifetime of the company.
Is it appropriate to have a base location?
This is a question I spent quite a number of months pondering. During the time, we were traveling the world having been unable to get visas to stay in the U.S. (we have visas now).
In the end, we realized that there are advantages to having a base location, depending on what your startup does. For us, we are in the social media space and we are regularly doing integrations with other startups. It just so happened these startups and the big social networks were all mostly based in San Francisco or Silicon Valley. Proximity to them was a huge advantage in order to secure partnerships.
Is it right to have an office in the base location?
For some time, we avoided having an office at all. By early 2013 we had a team of 9 with 4 in San Francisco. Some felt less productive working from home and coffee shops than they would in an office. We spent a number of months sharing an office with the awesome Storify guys and the team grew a little more, too.
We also started to focus even more on culture, and the whole team started to love the fact that the Buffer way was rather different to the norm. Being part of Buffer felt unique and we wanted to embrace this further by having an office we could call our own. I think most distributed startups have an office: GitHub and 37signals come to mind as good examples.
Another key reason we got our own office is that while a large portion of the team are not in San Francisco, we are planning regular retreats to get the whole team in the same place. The first will be in a month’s time and will be in San Francisco so we needed a sizable office to work together for the 10 day retreat.
In person meetings or everything via HipChat, Hangouts and Email?
With an office, if team members are in San Francisco it can be easy to delay meetings until all team members are in the office. I thought a long time about this and bounced the dilemma off Leo too. The conclusion we came to is that we should always do the thing we can do immediately. If we need to quickly have a meeting and we’re not in the same place, we should jump onto a hangout, even if we are in the same city.
In a similar fashion, we try our best to have a real bias towards chatting on HipChat and sending each other emails even if we are sat across from each other in the same office. By doing this we are really embracing the goal of there being no advantage to being in the office, and it also allows other team members to jump in and share their ideas in discussions.
Should we celebrate getting an office, or keep quiet?
This has been one of the most interesting recent questions I’ve had in my mind. Clearly getting our own office is a big milestone and feels very appropriate now that we are beyond 10 people and we are on a revenue run rate of over $1.5m a year.
We don’t want to shout too much about the office when many team members are not in San Francisco, that didn’t feel too good. At the same time, it is an exciting point to reach with the company. We’ve tried our best to find the right balance with this, however I’d love to hear any thoughts you might have.
What perks are appropriate when you have a distributed team?
At Buffer we’ve had a lot of fun coming up with some perks which are individual to us. We believe that perks are not something you can take and apply to any company. Rather, they need to be an extension and enhancement to an already ingrained culture. With our culture of self improvement, one of our most interesting perks is that everyone in the team is gifted with a Jawbone UP and this triggers discussion around getting good sleep and being active.
Most technology companies pride themselves with perks such as free meals and snacks at the office, as well as ping pong tables and other ways to take a little time out and refresh. The most interesting thing I’ve noticed is that the perks are almost entirely focused around what is provided within an office. A nice exception that comes to mind is Evernote who provide all employees with house cleaning twice a month and also pay employees to take vacation.
At Buffer, our answer to this dilemma is that we try to focus on “everyone included” perks which are not tied to a physical office. We give everyone a Jawbone UP and a Kindle Paperwhite, and team members can get any Kindle book free of charge with no limits or questions asked. In the future I can imagine other “everyone included” perks such as free gym membership and house cleaning.
What if people want to move to San Francisco?
The final question I want to share is a very interesting one: how do you manage having the right balance of people away from your base location of San Francisco if everyone who joins finds that they want to relocate to San Francisco? This is something we’ve started to encounter which I never imagined could happen. So far Leo and I have moved to San Francisco, Carolyn is moving next month and Michelle has obtained a visa to move towards the end of the year. We’re working on a visa for Andy too, who has already visited many times.
Unless we figure out this issue, we will end up with an imbalance and too many people in San Francisco. Other team members will be more likely to feel “out of the loop” and “second class” to those in SF.
I don’t feel like I can force people to stay where they are. As the CEO of a company where we have chosen not to delay happiness, and with a journey so far where we have found a way to travel the world while growing the company 300% year over year, I think it is my duty to help people move wherever they will be happy, whether that is SF or elsewhere in the world. It just so happens that San Francisco seems to be one of the most attractive places to be in the world.
My answer to this one right now is to keep hiring outside the Bay Area. This seems to work well since it is very hard to find people in the Bay Area anyway!
This is a portion of the questions I’ve recently had on my mind and currently are topics I’m thinking about. I feel it is a huge privilege to be able to shape the company and grow a distributed team. I’d love to hear any experience or thoughts you have!
Photo credit: Steve Cadman
For the first two weeks of last month, I religiously tried to follow a new routine I created for myself: a 7 day work week routine.
The idea was quite simple: I would work 7 days a week, rest 7 days a week, go to the gym 7 days a week, reflect 7 days a week. This was less about working lots, much more about feeling fulfilled every day, feeling stretched during the day but also rested. I aimed to work less each day, and replace two hours of work with a long break in the middle of the day.
The biggest thing I wanted to do was to satisfy my craving of “why not?” and to challenge the status quo of working 5 days a week and then taking 2 days off. Many of us know that working 9-5 is not the most effective way to work, and I had found this to be true for quite some time. I had a curiosity about whether the 5 day work week might also not be the most effective routine.
Some of the hypotheses I had about a new 7 day work week:
- I would be much more successful in building solid habits that became ingrained, since I wouldn’t have two days off and then the struggle to get back into broken habits.
- I would be in much better sync with my team who are distributed around the world, and I would have a better handle on my emails and work by having time in the weekends too.
- I could work less than 40 hours a week and be more productive, since I would have long breaks between super focused work periods.
The 7 day work week routine
I’ve been an early riser for a couple of years now, and during this experiment I was rising at 4:30am. I aimed to do 5.5 hours of work each day, which is around 38.5 hours a week.
- 4:30: Rise.
- 5-6:30: 90 minutes of focused work.
- 6:30-9: Gym, breakfast, shower, etc.
- 9-11:30: 2.5hrs of focused work.
- 11:30-3pm: Lunch, then extended rest period.
- 3-4:30: 90 minutes of focused work.
Results from 2 weeks of the 7 day work week routine
In the end, I have decided that I won’t continue with the 7 day work week routine. That said, it has been a very interesting experiment and I have kept some aspects of the new routine.
Here are two of the things that didn’t work out:
How the world works does affect you
This is one of the things I wanted to avoid believing for the longest time. I don’t think it’s ever healthy to believe things “are the way they are”, and in many cases I think this can be forgotten. After all, as entrepreneurs we are in the business of changing reality by making something out of nothing.
I found that Saturdays and Sundays could never be the same as other days, as much as I wanted them to be and I tried to create a routine that could be exactly the same, every day. There are more people wandering the streets, more noise outside. There is no one in the office. You can’t send certain emails, because they need to hit someone’s inbox in work hours. It’s not the best day to push a new feature or blog post.
You can certainly take advantage of the fact that Saturday and Sunday are different, by doing specific tasks. However, the point of my experiment was to have identical days, and in this respect it was a failure.
I burned out, even with lots of breaks
I wanted every day to be exactly the same. So I worked each day, and rested each day. I also went to the gym every day, I adjusted my work out so that this would be sustainable.
I found that even with a gym routine of just a few exercises and different muscle groups, I felt I couldn’t get adequate overall renewal just in a single day period. I worked out for 15 days straight and in the end strained a muscle and had to take almost a week off.
Similarly, I found it interesting to observe how my passion towards the work I was doing adjusted. To begin with, I was excited during the first week and even at the weekend I enjoyed working. The hardest aspect I found was to stop myself working so much during the week, so that I could be fully rested and keep working at the weekend.
Overall, I feel like the 7 day work week fell apart because of lack of an extended period of renewal. My hypothesis that a couple of extra hours during the day and less overall daily hours working would be enough was invalidated in my experience.
The wisdom of the day of rest
After trying a 7 day work week, I became quite fascinated by the concept of a “day of rest”. It occurred to me that this is a tradition that has been around for a very long time, and of separate origins. Almost all of the world observes some form of a weekly “day of rest”.
I’m no expert of the bible, however with a little research I found that the origin of the “seventh day” or Sabbath is Genesis 2:2-3:
And on the seventh day God ended His work which He had made; and He rested on the seventh day from all His work which He had made.
Similarly, in Buddhism there is the concept of Uposatha which is the Buddhist day of observance. I find it interesting how Buddhism teaches the purpose of this day:
the cleansing of the defiled mind
I feel a sense of calm and confidence in the knowledge that many thousands of years of wisdom all converges towards the idea of a weekly day of rest. Certainly from my naive experiment I feel that this is a very good practice.
6 days of work, 1 day of rest
Both from my own experiment and the wisdom of the day of rest, I have become very interested in the idea of a single day of rest. However, I have not once come across anything advocating two days of rest. This is one of my biggest takeaways from this experiment, and I plan to continue to work on the basis of 6 days of work and a single day of rest.
Jim Rohn, who I have been very inspired by, also said it well:
Work was so important, here was the original formula for labor. If you have forgotten it, remind yourself. Six days of labor, and one day of rest. Now, it’s important not to get those numbers mixed up. Why not five/two? Maybe one of the reasons for six/one: if you rest too long the weeds take the garden. Not to think so is naive. As soon as you’ve planted, the busy bugs and the noxious weeds are out to take it. So you can’t linger too long in the rest mode, you’ve got to go back to work. Six days of work, then rest.
I think one of my biggest takeaways from trying a 7 day work week is: despite the conclusion that rest is important, a single day is the perfect amount, no more. I am working to consistently live by this method for as many of the weeks as I can during the year. I believe that this will be a key to success.
Have you considered experimenting with your work week? I’d love to hear your thoughts on this topic.
Photo credit: David Joyce
Something I’ve found difficult to completely embrace, but which understanding has been super important, is the idea that there is a ratio for everything. I’ve started to call this Ratio Thinking, and I’ve found myself describing this to quite a number of people recently.
The law of averages
I think we all understand that we might not get a 100% success rate on everything we do. In fact, in most cases it is far lower. For myself, I think I have struggled to fully comprehend this.
I’ve heard the idea of a ratio for success many times. I think perhaps the best description I’ve come across what Jim Rohn describes as the “law of averages”:
If you do something often enough, you’ll get a ratio of results. Anyone can create this ratio.
Once I fully understood this, it made everything much easier. As soon as I accepted that the whole world works in ratios, that’s when it became easier. Knowing that success happens in ratios allowed me to go ahead and send that email, without worrying about not getting a response, about ‘failing’.
Here are a few examples where I think ratio thinking can help you as a startup founder:
Ratio thinking in marketing
Arguably some of our biggest success with Buffer has been the content marketing we did in the early days and are once again pushing hard recently. In fact, we are currently hiring our first content writer beyond my co-founder Leo, and plan to grow out a full team for our blogging efforts.
I can remember very well many of the conversations I had with Leo. What he did so well was to quickly realize the law of averages and know that to get a single reply, a large number of emails must be sent to bloggers for a potential guest post. This knowledge meant he rarely felt bad if he didn’t get a response. Instead he knew it’s just the way it works.
What is perhaps even more powerful than just knowing about ratio thinking, is that Leo used this knowledge to his advantage. If he wanted to get a single guest article published, he would sit down and send 5 emails. We had around a 20% success rate based on the emails Leo sent.
Once you’ve established the success rate, for example 20%, you can keep working and eventually the ratio will improve. Maybe you’ll eventually get 3/10 instead of 2. Once that happened, Leo was smart and moved on to bigger blogs and pulled that ratio back down to 20%. This technique led us to our first 100,000 users.
Ratio thinking in fundraising
When we finished AngelPad, we started trying to get meetings with and pitching investors. The law of averages really comes into play with raising investment, too.
Overall, we probably attempted to get in contact with somewhere around 200 investors. Of those, we perhaps had meetings with about 50. In the end, we closed a $450k seed round from 18 investors.
Perhaps the most important part of our success in closing that round was that Leo and I would sit down in coffee shops together and encourage each other to keep pushing forward, to send that next email asking for an intro or a meeting. In many ways, the law of averages is the perfect argument that persistence is a crucial trait of a founder.
Ratio thinking in hiring
The most recent area where I’ve found ratio thinking to be useful is hiring. It can take a large number of applicants to find the right person, someone who has the right skills and is also a great culture-fit.
There are so many factors at play here - so of course there won’t be a 100% success rate. Once you accept that, it can make your life a whole lot easier. That was the case for me - I conceded to the fact that I will need to work hard to publicize our positions, and then only a small fraction of the applications would make sense to follow up for interview.
And the ratio thinking applies in the same way for the hiring process as well as once somebody is on board. This stuff is hard, but once again it is simply how it works - the sooner you accept it, the sooner you can thrive.
Have you encountered the law of averages while working on your startup? I’d love to hear about where you’ve found ratio thinking useful.
Photo credit: Peter Renshaw
Go confidently in the direction of your dreams! Live the life you’ve imagined. - Henry David Thoreau
I can distinctly remember that for the month of December in 2010, and for much of January 2011, I did a lot of dreaming.
Back then, as I do now, I had a daily ritual of going for an evening walk before sleeping so that I could disengage from the day. I had discovered this helped me sleep better. By leaving my phone at home and setting off for my twenty minute walk, I had only my mind to keep myself entertained during the walk.
When I go on my walk, for the first five or ten minutes, my mind is usually occupied by thoughts about my current issues, challenges and tasks, or the highlights or low points of the day. After ten minutes, interesting things happen.
I would guess that for many of us, we rarely go for ten minutes without a task to do, a friend to talk to or a social network to check. I can tell you that in my experience, ten minutes of solitude leads to some powerful thoughts. It is fascinating to observe where your own mind wanders.
In December 2010, I had just launched Buffer and my mind often wandered to the thoughts about where this new side project might lead. Two weeks into the month, I had got two paying customers for Buffer, paying me $5 a month. This was a huge milestone for me, and the thought that kept occupying my mind was: could this ever make enough money that I could quit my day job? Another two weeks passed, and another two people started paying $5 per month. Now I was up to $20 of monthly revenue.
On my walks I day dreamed about the day when Buffer would make enough for me to quit my day job. Since these walks were just before bed, I also often had real dreams about this too. The number I had in my mind for this milestone was around $1,000 per month. On my walks, I remember calculating in my mind how long it might take at the current pace of paying customers joining Buffer. With 4 new customers per month, it was going to take a long time.
Then January rolled around, and things started to pick up. I became more focused and the product was improving fast. Leo had joined me and we were getting customers faster. I kept going on my walks and I kept having the same dream. In the first two weeks of January, we got another 4 customers: as many as the whole of December! We were now making $40 per month. But it was still going to take a long time to make $1,000 a month.
In February, things really started to change. The dreams I was having were starting to feel real, to feel possible. I kept going on the walks, and letting my mind wander back to the dream. By the end of March, I had dropped two of my five days of freelance work, I was just working three days a week and could spend the rest of my time on Buffer.
I felt like I was now working on making my dream a reality. By the end of May 2011 I had dropped my freelance work completely, and in June we hit our $1,000 per month milestone. We were growing rather fast.
I remember that I continued to go on my walks, and at times I would be amazed that this dream had now come true. I could remember exactly the feeling of going on a walk just a few months prior and imagining how amazing it would be to be able to work only on Buffer. On my own project, my own startup. Nothing else. And it was amazing. It felt fantastic.
What struck me, is that it might have been the fact that I let my mind wander, the fact I had these dreams, that made me push ahead during the early mornings and evenings and actually achieve those things. The dreams made me want it, even if I didn’t fully realize. The dreams meant that I had allowed my mind to be taken over by this objective.
These days, things are even crazier. When I stop to take a moment and truly appreciate where I am, I realize that I now have more than I could have ever dreamed of. That $1,000 a month goal is easy to forget. We now make $1,000 in less than half a day and if we don’t then something is wrong. And in a month, we now make a hundred times that original dream.
Now I have new dreams, and they can come true too.
Photo credit: Michael
I remember when I was 12, I was desperate to grow up. I think most of us are when we’re young. Similarly, when you’re getting your startup off the ground, it can be easy to wish ourselves ahead to having a big team, a fully-fledged product and millions of users.
The thing is, there are a lot of cool things to experience, enjoy and be happy about when you are 12, before you become 13, 14, 15. The same applies when you’re a 2 person or 3 person startup. There are plenty of reasons to be happy.
You can move fast when you are small
I think one of the interesting things I’ve learned while growing Buffer to 11 people is that you can move fast when you’re 11 people, however you can also move rather fast when you’re just 2 people.
This is not to say that we moved faster overall when we were 2 people. We now have a larger footprint: we have a super useful web product, mobile apps for iPhone, Android and Blackberry, browser extensions for Chrome, Safari and Firefox as well as countless integrations with awesome partner apps and startups. There is no way we could move fast in all of these various areas if we were just 2 people.
However, the key thing is that you can move just as fast in terms of percentage growth when you are 2 people as when you are 11. In fact, in our early days we sustained 40% MoM growth for almost the whole of the first year.
Just focus on the right things and crank away at code and marketing and you can make a lot happen as just a couple of founders. That brings me to my next point:
You don’t need structure when you’re small
A couple of months ago I had a very interesting week where I spoke separately with both Jonathan Abrams and our advisor Maneesh Arora and found that they both had similar advice, and shared that they were staying small for as long as they could with their startups. These are two very experienced founders, and they were sharing that they had no hurry to grow big. I even remember Maneesh advising us to pay ourselves more instead of spending the cash on new hires. It now makes a lot of sense to me.
I’ve found that there is are a series of tipping points in a startup where prior to that point, structure would slow you down, and after the fact structure will speed you up.
- When you’re just 2 founders you can make all the decisions collaboratively, with no real structure.
- When you become 3 people, it probably still works.
- When you’re 5, 6 or 7 then it starts to break down and slow you down.
"Adding just two more people to a team of 3 means that there will be 10 possible combinations of 1:1 conversations. Make it 10 people and you have a whopping 45 possible sets of conversation partners." - Duane Jackson
That’s when you need to introduce structure and select one person to make the final call and lead the process. We’ve found this repeatedly, with product and with our customer support team and our engineering team too. We recently added more structure by promoting Sunil to CTO, leading engineering, and Carolyn to CHO, leading customer support.
My lesson learned here is that it is important to get the timing right with staying unstructured, or introducing structure. If you have departments and titles when you’re just a couple of people, that will probably slow you down. If you have a team of 30 people and no one in charge, that’s probably going to be slow too.
You can learn more easily from your users when you are small
When you are just getting started, it is vital to be in touch with the user and to do good customer development in order to understand whether your assumptions are correct.
The beauty is that when you are small it is actually very easy to have a conversation with your users, because there aren’t many of them! The harder part is actually taking the plunge and asking for that Skype call or coffee meeting with someone who signed up for your product.
I think Eric Ries put it very well in one of his presentations:
Most of the techniques that big companies use to do customer research (surveys, in depth analysis, data mining) they do because they have too many users to keep track of, and therefore they have to do that stuff to try to make sense of all the information they have. When you’re small you have the advantage that you only have a small group of people to get to know.
Indeed, we found that when we tried to do A/B testing and build out detailed metrics in our first few months, we were much better off to simply reach out and talk with the people who were signing up to Buffer.
Now that we have over 600,000 users posting more than a million times a week, what Eric Ries said resonates even more. We now have a small team working just on metrics and understanding what our users are doing. You can avoid this when you’re small, it is a lot of fun to be able to glean so much from just a few conversations.
Are you in the early stages of your startup? Are you embracing the benefits of how small you are? Or, maybe you’re at a later stage and remember how different it was when you were small. I’d love to hear your thoughts on this topic.
Photo credit: Christian
It’s a long time ago now, however I still remember it very well. When I first went about creating the Minimum Viable Product (MVP) for Buffer, there was something I kept very clear in my mind.
When I came across Eric Ries and his work on the Lean Startup while working on my previous startup, I tried to read almost everything he had created and watch every presentation he had done. I found his presentation on the Minimum Viable Product and remember this answer to one of the questions from the audience:
Most entrepreneurs’ instincts for what is the minimum viable product are like 10 times off. So, maybe you’re one of those rare entrepreneurs who has that gut instinct for creating an MVP, but just in case, just check out whether it’s possible that you could accomplish your strategy and learn something interesting with half the features, and maybe if you want to be really bold with half again, and just imagine: what would that look like for customers?
As a result, I had in my mind the whole time when I was putting together the first version of Buffer: how can I go even more minimal here? In fact, as we have grown, we have also incorporated this into the culture with a key point of our “Be a ‘no ego’ doer” value to often asking ourselves the question “what can we do right now?”
I’ll even admit that with all of this knowledge and even while I kept asking myself “do I really need this?” I was headed clearly along a path of launching with far too many features. In the end, I luckily had committed to a “November Startup Sprint” concept on Hacker News where a group of people had all committed to build and launch something within November. Oh, and I still launched the Buffer MVP on November 30th, 2010 (with no remaining days of the November Startup Sprint).
However, all these things combined helped me to launch a very minimal version of Buffer and gain early validation for the idea and feedback to guide our direction and for which bugs and features to prioritize moving forward. So, here are the 5 things we launched Buffer without, which could be seen as essential:
1. A paid feature mentioned on the pricing page: your own bit.ly details for analytics
This one was interesting. I think it was perhaps laziness in the end, but with my own deadline approaching it took some discipline to decide “I can launch without this feature”. bit.ly was an advertised feature for the paid plan, yet without launching I had no idea if anyone would pay for Buffer, so it made a lot of sense not to build the feature: I had little validation for it! I was lucky that the first paying customer was after 3 days, but they didn’t ask me about the bit.ly feature, so I still didn’t build it.
When the second customer started paying for Buffer, I remember them emailing me and asking me about a text box for his bit.ly details that “did nothing” when he filled it out. So, I quickly fixed that and emailed him back to say “try now”. In hindsight this was a great way to validate before building.
2. Automatic upgrade and immediate access to paid plan features after paying
An auto-upgrade process is one of those things that would be easy to think is essential when you’re charing for a product. What an awful experience it would be if they had to wait until I upgraded them manually myself. However, that is exactly what happened with the first handful of Buffer customers.
I was using PayPal and as many will know their Instant Payment Notification (IPN) system is not the easiest to code in order to have auto-upgrade for customers who pay. I had no idea whether it would be 3 days, 3 weeks or 3 years before the first paying customer, so why spend time on a smooth process for people who upgrade? I instead chose to spend time on work that might help me get that first paying customer.
When someone upgraded, I got a standard “someone sent you money” email from PayPal and then rushed to the database to manually upgrade them. Sometimes I got there fast enough, often though people noticed. Here’s an email I received which is typical of the first few paying Buffer customers:
I upgraded, but I’ve still got a free account. How do I get the account to upgrade?
This could be seen as an awful experience and very damaging. The crazy thing? The result was quite the opposite. This “issue” actually triggered an interaction between me and these users, and made them super loyal. People loved to chat with the founder.
3. Change email, forgotten password, delete account
Perhaps these kinds of features are much easier to build and have in place from day one with the kinds of frameworks available now. However, I think these are features that do very little to help you learn and validate whether people have a need for your product. If they might add any delay at all to your launch, do without them!
4. Editing tweets which you’ve added to your queue to be posted
In the first MVP of Buffer, if you added a Tweet to your queue, you couldn’t edit it. If you wanted to edit it, you’d need to delete and add it again. Tiny typo and want to correct it? Tough luck. This is one of those features that seems small, but I can assure you they all add up. I truly recommend you are ruthless about avoiding these kinds of features, so that you can ship your product and learn from what happens after you’ve launched.
You know when you need to get on with some work and you tidy your room instead? These are those kinds of tasks when working on your not-yet-launched startup. It is so tempting to have everything looking nice and tidy for the launch, but these pages are so standard and won’t help you validate whether anyone will use your product. Showing that there is a human behind the product can be a benefit, but I’d just advise that you add a link to your Twitter profile in the footer instead of building fancy pages.
The goal here? To learn.
That’s the key thing to keep in mind, and it’s so easy to forget. You can build something pretty or make the code super clean if you want to, but that will just be an exercise for yourself at this point. What will help you to validate the idea and see whether you should continue along this same path is to get the product in front of users and talk with them and observe what they do. Do they understand it? If they understand it, is it useful for them? Stay laser focused on these questions.
One of the key lessons I’ve learned along my journey is that lean startup seems obvious, almost common sense, but it is much harder to do in practice. These tips are what I would try to stick to in order to really follow the lean startup concepts in the earliest stages.
Photo credit: Barefoot Photographers of Tilonia
I’ve done a lot of traveling throughout my journey with Buffer. I started in the UK, and since then I’ve lived in Hong Kong and Tel Aviv as well as San Francisco where I’ve now settled for the longer term.
When I was in my hometown of Sheffield in the UK, I became quite involved in the (then tiny) startup scene, and even ran a meetup for startups. The choice to move to a different city was quite a big one, and later the choice to leave the UK completely was a step even further.
I often hear the argument that people should stay in their hometown to help the startup ecosystem. I believe that paradoxically, the best way to grow the ecosystem in your hometown might be to leave it.
I think there’s this myth that the best way to help your hometown is to stick around. I also think there is a misconception that the way to help is to focus on the community, more than on yourself.
Focusing inwards, in order to be able to help others
One of the key things I’ve learned is that you can help a community far more by focusing inwards, on yourself, than you can by spending a lot of time working on the community itself.
"The greatest gift you can give to somebody is your own personal development. I used to say ‘If you take care of me, I will take care of you.’ Now I say, ‘I will take care of me for you if you will take care of you for me.’" - Jim Rohn
Indeed, in a recent post on the gender bias in the tech and startup world, Melissa Miranda concluded:
"The best way to have more women at the top is to climb up there myself."
Kate Kendall, a great friend and a founder I am inspired by and respect a lot similarly mentioned in a recent post:
"I cannot continue to provide for others if I don’t get my own company’s foundation firmly planted. I look forward to giving more again soon. Once I first learn how to ask."
These are some very wise words. The message is clear. Many who have taken considerable steps along their journey are realizing that their best way to help is to focus inwards on themselves, in order to become more and have more to offer. This is certainly the approach I am aiming for, too.
Refreshing your environment and your circle
One of the toughest things to accept as an ambitious entrepreneur is that you are affected by your environment and the circle of friends you have. We have far less willpower and self-control than we like to admit to ourselves.
Seneca wrote in a letter somewhere between 63 and 65 AD that even the most accomplished men are affected by the “crowd” they choose to be amongst:
"Even Socrates, Cato, and Laelius might have been shaken in their moral strength by a crowd that was unlike them; so true it is that none of us, no matter how much he cultivates his abilities, can withstand the shock of faults that approach, as it were, with so great a retinue."
If Socrates himself would be affected by a crowd who did not push him and encourage him, how can we hope to even achieve a sliver of the success he had unless we decide carefully who and what we choose as our environment? Seneca advised in this same letter:
"Ponder for a long time whether you shall admit a given person to your friendship"
I got lucky myself. Something drew me to Birmingham in the UK, from my hometown of Sheffield. Then, after Buffer reached ramen profitability Leo and I had a craving, a calling to visit San Francisco. After arriving and spending 6 months in Silicon Valley, lack of visas forced us to travel the world and live in places such as Hong Kong and Tel Aviv.
It was through this journey I learned the power of a fresh environment and starting new friendships. With each new place, I had a more specific criteria for who I would let into my true circle of friends. Today, I have much freedom and I am surrounded by people who never judge and always encourage. The difference this makes is something I can’t put into words. Leaving your hometown is the best way to deliberately sever those ties and step into the unknown and the chance of great possibilities.
Finding somewhere to thrive
With an inward focus and a desire to shape your environment in a very deliberate way, I think that if you choose to try and do these things in your hometown, you are very much at a disadvantage.
There is no way I would have been able to develop as much as a person if I had not jumped on a plane to a place where I knew nobody. I love my friends and I love my family, but the truth is that stepping away has helped me tremendously to become a better version of myself, and paradoxically to allow me to help them even more, too.
There’s probably a place in the world that is better for your business than where you are right now. For AirBnB, it was New York:
While at incubator Y Combinator, Paul Graham looked at their plans for Airbnb and asked them the simple question, “Where is your market?”
The founders said that New York seemed promising. To which Paul, gesturing wildly with his hands, said, “Your users are in New York and you’re here in Mountain View.”
The founders were dumbfounded, saying they were in Mountain View for Y Combinator.
Paul repeated himself. “Your users are in New York and you’re here in Mountain View.” After a pause, he added, “What are you still doing here?”
For us, it is San Francisco. We’re a distributed team, but many of the conversations we need to have with startups we partner with and the social networks we are providing a service on top of, happen much more easily when we’re in the same location as the majority of them and can grab coffee face-to-face. I’ve come to agree with what Brad Lindenberg said in a blog post recently:
"I am convinced now that in order to be a player, you need to have a presence where your target market is because if you do, things can happen really quickly."
A lot has happened in my hometown of Sheffield since I left. There is even a startup accelerator there now. If I hadn’t left, I’d not be on a level where I would comfortably and excitedly be a mentor for the accelerator. Would you be able to help more if you let go of your roots and focused on yourself?
Photo credit: Christine Vaufrey
My co-founder Leo and I are headed to Hawaii tomorrow morning for a 10 day trip. I just emailed the team, and I thought in line with one of our core values of defaulting to transparency, it might be an interesting message to share:
I think I’ve mentioned to most of you by now that Leo and I are leaving tomorrow for a short 10 day trip to Hawaii.
We find ourselves in a very fortunate position with a thriving business and some solid relationships. At a time like this, Leo and I felt it would be wise to take a little time slightly “off the grid” and ask ourselves the questions “where do we want to take this now?”, “what do we all want to spend our precious time doing, and how can we ensure we’re happy and inspired?” and “how can we really move the needle as we continue on in 2013?”. It is a real pleasure that we can even be at a point to consider these questions.
I am extremely thankful to be able to work with such an amazing group of people, all so aligned with the culture and excited about the product. I crave and enjoy every day working with you all. A lot of what Leo and I will ponder will be just as much to do with culture as to do with product direction, and for me personally this is what makes me jump out of bed every day. I think we have an opportunity here to really push the boundaries in terms of what an outstanding, empowering and supportive culture can be. We can primarily help ourselves and Buffer move forward at an incredible pace, and as a side effect we might attract some interest in the way we do things and be able to impact and help other companies too.
Super excited to report back on what we come up with!
P.S. Leo and I will still be very much active in Hip Chat and I’ll be keeping Trello updated :)
Photo credit: MattW
"Don’t let perfect be the enemy of good" - Gretchen Ruben
One thing I have realized for myself, is that although I have an existing solid routine of great habits, I often expect that a new habit will also slot into the routine and immediately be just as solid. That’s a key mistake I’ve been making a lot, and I’ve recently adjusted my expectations.
It is often said that if you choose a specific time in advance for a new habit, then it can help you to be more likely to follow through. For example, if you tell a friend that you will go to the gym in the next week, compared with telling them that you will go to the gym at 7:30am on Tuesday, you are more likely to go to the gym when you are more specific:
"There are several key elements in building effective energy-management rituals but none so important as specificity of timing and the precision of behavior during the thirty-to sixty-day acquisition period." - Tony Schwartz
The flipside I’ve found, to this, is that if I choose a very specific time like 7:30am, then if that time comes by and goes, then I feel I have failed and the feeling of disappointment can stop me going at all, even though there is a lot of time left in the day. So, I try to combine this with a freedom to still go in the afternoon or evening and count that as success for my aim to create a habit, too. I let myself be sloppy with the timing of new habits, especially at the start.
Another key reason I found I sometimes failed with new habits, was when I made them into big things and then fell short. Or even worse, they were so big in my mind that I didn’t even do it at all.
As an example, if I decide to step up my gym routine and I aim to do 7 exercises, spending a whole hour in the gym, then some days I find that to be quite daunting. The problem with this is that it even stops me going to the gym for just a few minutes. What I do now instead is tell myself that if I go for 10 minutes and do just a single exercise, that counts too.
"the 20-minute walk I take is better than the 3-mile run I never start. Having people over for take-out is better than never having people to an elegant dinner party." - Gretchen Ruben
The interesting thing about this is that for the purpose of building new habits, going to the gym for 10 minutes is better than not going for 1 hour.
This blog post? it’s not as long as most I write. Both Gretchen Ruben quotes are from the same article. Yet, it’s still better than not shipping something this week.
Photo credit: Newtown grafitti
In the recent months I’ve realized I am very much in a bubble. Everyone I know is building a company. Amongst my circle of friends, that is the norm. This, however, is mostly out of choice: I believe, in agreement with Seth Godin, that to be an outlier is an inefficient way to make progress:
The easiest way to thrive as an outlier is to avoid being one. At least among your most treasured peers. Surround yourself with people in at least as much of a hurry, at least as inquisitive, at least as focused as you are.
With that said, there was a time when I felt out of place. I was studying Computer Science, and all of my friends were making their choices about what to do after graduation. All events and advice were centered around either getting a job, or continuing onto further education. Those were the two options. The only options you’d find. I had other things in my mind. I was considering building my own business, creating a startup. A third option.
I fundamentally believe that this elusive third option should be talked about much more. I think there needs to be higher awareness that creating a startup is a real, tangible option for increasing numbers of students. It’s one of the reasons I speak at college and university events as often as I speak at some of the bigger scale events with more marketing potential. I hope to inspire a few people to take the third option.
During my time studying, I was always doing side projects and freelance work. By the time I was approaching graduation, I had worked as a freelancer on the side for several years. As a result of my side projects and practical assignments, I had decided that I’d like to create a product: (something much more scalable and with my income not tied to time) instead of continuing freelance work or getting a regular job.
So, after graduation, I took the plunge and tried to create my own startup. The third option. It’s certainly not a smooth path, it’s not the easy option. For some, it may never work out. For the next year and a half, I struggled to build a startup, and still worked as a freelancer to make ends meet. From the outside it may have seemed that I was not going anywhere. I made little progress with my startup, and I intentionally limited time I spent working as a freelancer. Yet, that’s how it works with startups: it’s the bamboo effect. You’re accumulating learning. Suddenly it all comes together and you have an impact.
After a year and a half of struggles with the first startup, I launched a little experiment called Buffer. Two years later, it’s an eleven person company generating over a million dollars a year. I would like to say I would always have got here, but I know in my mind I was close to being influenced by the fact there were only two obvious choices for me. I luckily found a way to choose that third option no one talks about.
The upside of doing a startup
Building a startup is not for everyone. If, however, you think this path might be for you, I want to share some of the amazing benefits to my life that I’ve found as a result of choosing the third option.
One of the things I like the most about building a startup is the immense freedom and responsibility which results. This is also true if you work for an early stage startup, and that could be a good first step too. The other side of the coin of this freedom and responsibility is that the choice of whether to get out of bed and keep going is only up to you. For me, this triggered a spiritual journey, where I have learned more about myself and what motivates me. It’s also why I’m always changing my routine and habits.
The more direct upside is through learning and the potential to have your income not be tied to your time, and build wealth in a very short period of time. Paul Graham explained this in the best way I’ve come across:
"Economically, you can think of a startup as a way to compress your whole working life into a few years."
What Paul Graham is talking about takes hard work, but is achievable. A regular job doesn’t require too many hard conversations, or making decisions without complete information. This is what makes a startup harder. Paul Graham once again has a great way to put this:
"if you want to make a million dollars, you have to endure a million dollars’ worth of pain"
It’s a fun way to live. I’ve never learned as much in a couple of years as I have building Buffer. I can definitely recommend it.
The opportunity cost of working a normal job
I have come to believe that not only is there a massive upside to building a startup, there is also an opportunity cost of working a regular job. That is to say - if you have the goal to eventually build a startup, then every moment you spend working a regular job is making you less experienced as a startup founder.
Why would this be the case? Well, firstly, let’s look at the lifestyle implications of a regular job. A lot of smart folks will graduate and have good prospects of working at in investment banking or at a consultancy, and the salary potential is very high. So you get started and you have a nice apartment. Once you get a raise, you naturally upgrade your lifestyle. You soon reach a point where you have a lot to lose by cutting your salary in half or to nothing.
Not only is it very easy to get used to the lifestyle promoted by the salary and the people you are around, you also learn to speak in a way which helps you as an investment banker, but not necessarily when you’re building a product or service for the masses. Most importantly, you are becoming an expert of something, and thereby losing the beginner’s mind which is vital to have as a startup founder.
Let’s encourage the third option
As a result of my own experience and the interaction I’ve had with students who could have been great founders, I believe the most useful thing we can all do is to provide encouragement for anyone who shows the smallest sign of considering the path of being a startup founder. Sure, there are risks and there will be failure, but there is immense learning and satisfaction ahead for those who choose the third option. Anyone can point out the dangers, that’s the easy thing to do. Let us be positive about the good things that could happen. Will you join me?
Did you consider the third option when you graduated, or are you nearing that point in your life and considering your options? I’d love to hear from you.
Photo credit: jeco