Basically, Graham takes all of the doubts and insecurities plaguing those who would try a start up, and tries to refute them (or, in some cases, validate them and draw lessons from them). It's quite a long essay, but there are many interesting points.
While it is geared specifically to would-be entrepreneurs, I think even non-entrepreneurs could learn from the way he handles doubts and fears. Those of us thinking about what to do with our lives, whether to follow the traditional path or strike out on our own, all could benefit from his analysis.
In particular, there were a few points that really struck me. First was his definition of "adult" (by extension, definition of maturity), and second was his treatment of independence and determination.
Here are his two tests for measuring adulthood:
When you're a little kid and you're asked to do something hard, you can cry and say "I can't do it" and the adults will probably let you off. As a kid there's a magic button you can press by saying "I'm just a kid" that will get you out of most difficult situations. Whereas adults, by definition, are not allowed to flake. They still do, of course, but when they do they're ruthlessly pruned....
The other way to tell an adult is by how they react to a challenge. Someone who's not yet an adult will tend to respond to a challenge from an adult in a way that acknowledges their dominance. If an adult says "that's a stupid idea," a kid will either crawl away with his tail between his legs, or rebel. But rebelling presumes inferiority as much as submission. The adult response to "that's a stupid idea," is simply to look the other person in the eye and say "Really? Why do you think so?"
I've been thinking lately about what maturity is on an emotional level, particularly, in the way we relate to other people.
(On a sidenote, I got Alanis Morisette's new album, Flavors of Entanglement. Mostly a disappointment, except for the song Versions of Violence, with lyrics here), which made me think some more about emotional maturity. And don't look at the youtube video on the lyrics page, because I think she is a horrible off-key performer).
Anyways, Graham offers a different angle on it than the one I'd been taking. As for the magic "I'm just a kid" button...I don't feel like I'm used to pushing that particular button. But then, I think, just substitute that with the magic "I'm just a student!" button. I think that in academia, at this level, it's not about kids and adults anymore, as far as challenges go. It's more about students and everybody else above students, like, say, professors. There's a pretty rigid hierarchy in the academic world, and you typically know where you stand on it. It's tough to respond to a challenge from, say, a tenured professor at Harvard with anything other than a sense of being !pwned! and throwing up the "but I'm just a student! I don't know anything!" excuse for being ignorant. Well, I think that's just me. There seem to be plenty of people who are brave enough to go head to head with the eminents in their field (or not EVEN in their field!), and they believe in themselves that much. Is that what it means, to be adult? To stop thinking to yourself "but I'm just a student" ? In which case, I need to hurry up and grow up. And to speak up more. Though to be fair, I always to ask critics, especially critics higher up on the academic food chain, exactly why what I'm doing or saying is wrong. No slinking off into the rain. The problem is, I think, that I'm not as willing to defend my ideas? There are pretty famous stories about profs being discouraging to students, who then go on to become really famous or successful with their idea. Then again, I don't think I have any particularly amazing ideas worth defending.
The other doubts that plague would-be entrepreneurs and independent thinkers, Graham says, include worrying that one is not determined enough and worrying that one needs structure.
How can you tell if you're determined enough, when Larry and Sergey themselves were unsure at first about starting a company? I'm guessing here, but I'd say the test is whether you're sufficiently driven to work on your own projects. Though they may have been unsure whether they wanted to start a company, it doesn't seem as if Larry and Sergey were meek little research assistants, obediently doing their advisors' bidding. They started projects of their own...
I'm told there are people who need structure in their lives. This seems to be a nice way of saying they need someone to tell them what to do. I believe such people exist. There's plenty of empirical evidence: armies, religious cults, and so on. They may even be the majority.
If you're one of these people, you probably shouldn't start a startup. In fact, you probably shouldn't even go to work for one. In a good startup, you don't get told what to do very much. There may be one person whose job title is CEO, but till the company has about twelve people no one should be telling anyone what to do. That's too inefficient. Each person should just do what they need to without anyone telling them.
If that sounds like a recipe for chaos, think about a soccer team. Eleven people manage to work together in quite complicated ways, and yet only in occasional emergencies does anyone tell anyone else what to do. A reporter once asked David Beckham if there were any language problems at Real Madrid, since the players were from about eight different countries. He said it was never an issue, because everyone was so good they never had to talk. They all just did the right thing.
How do you tell if you're independent-minded enough to start a startup? If you'd bristle at the suggestion that you aren't, then you probably are.
This makes me nervous, because I wonder if I am a meek little research assistant, after all, doing my advisor's bidding. (Well, not this year, because my advisor doesn't have much to say to me). I've had a whole year to work on any number of my own projects. I feel like if I were determined enough (to publish, write a novel, become absolutely fluent in Japanese) I'd have worked a lot harder. All day long. Gotten more done. Basically this feeling boils down to the somewhat depressing fact that I'm staring the end of my fully funded year in the face, and feeling like I haven't got much to show for it. Of course, I've learned a lot this year. I've gained experience in new fields, new methods, etc. But of course, that's what you're supposed to do with failures, you're supposed to learn something. It's the consolation prize. I feel as though I haven't been as happily passionately obsessed as I would have liked to be.
I worry sometimes that I could lump myself in with the drones who need structure in their lives (e.g., need someone to tell them what to do). When the Fulbright year started, there were certainly some fellows who mentioned that they felt a bit bewildered with the sudden lack of structure. I didn't. I reveled in it. Reveled in my independence. But just because I like being independent doesn't really make me suited for it. Yes, I have been independent and loved it, but I haven't been all that productive, either. It could be another way of saying, I love being lazy and on vacation. Who doesn't?
I think about how hard I've worked in my life up until now, and why it was that I was so productive. I can't think of reasons that don't boil down to the idea that there was structure in my life supporting and expecting me to work hard. There were expectations made of me, and I fulfilled them. I took pleasure in exceeding expectations. I liked to please my teachers, my parents, to strive to do my best against a metric that was well-defined. It was always a way of earning somebody else's approval, doing well against someone else's judgment. Typical drone-behavior.
Even in the hobbies--currently, knitting being my current biggest hobby. Even then, I like being told what to do--i.e., to have a pattern to work off of. Sure, I do some design work and a great deal of reverse-engineering, but even in those cases there's a model telling me what my work should look like.
The soccer team analogy is really interesting to me, actually. It reminds me of technical theater, of all things! Something I was thinking about the other day, and how much I missed it, and why, and how I could apply what I've learned about myself from doing tech to my life. In your perfect soccer team/early startup, nobody is telling anybody else what to do, because people just did what they were supposed to do. I think a well-running tech team (for theater) is like that. Nobody is telling the sound designer/light designer/set designer what to do, because they just do what they're supposed to be doing. I like that. There's a great deal of freedom, but it's still set within a structure that sets expectations and determines roles.
Of all the various things I've tried to do in college, none of them really stuck except for tech theater. I volunteered, I played music, I did layout for a magazine, I even did production for theater once, thinking it could have been a good fit. Nothing stuck, except tech. Nothing else was as hard, either, which makes me scratch my head. Tech weeks were hard, food- and sleep-depriving, physically grueling and socially taxing. Come on, separate me from sleep and food? You've gotta be kidding me. And yet, I kept going back to it, signing up to work more shows. Why?
Nobody was telling me what to do. I knew what to do, and I did it. More or less, I didn't have to rely very hard on other people to do their jobs for me to do mine. The commitment was short-term--just a week of tech, maybe a month or a bit more of planning beforehand, and boom! Done. Time for another exciting new project. I didn't sit in meetings in which I didn't have a role other than "passive listener" to play. Very little time wasted in listening to what other people want me to do, sitting in huge general meetings doodling on handouts. If I'm listening to what others want (usually the director) in a good relationship it's more of bouncing ideas off of each other in creative collaboration, rather than a true directive. I entered the theater and more or less from the get go, am on a ladder with a wrench in my hand--less time in front of a computer, writing emails, coordinating meetings, making handouts, asking people for favors.
So all that makes me suspect that I would have the capacity to work hard on my own projects. I have. Well "own project" being a relative term, since a show is the result of a collaboration of many people, and is more a product of the director than anyone else, I guess. But yeah, I can play soccer, work for an already-existing startup. But the structure is already in place, the goal predefined (put on a show, win the game), expectations and roles set.
Research is different. Writing a novel is different. The kind of independence that I've had this year is totally different from the kind I have within the confines of working a show. With research, you set your own goals and expectations, truly. Nobody is really counting on you to produce anything, except maybe yourself. Well, I don't know how true that is of research in the real world, but at least it is true of writing and of how this year has been for me. It makes me worried that I can't handle true independence, can't spearhead my own project and make my own goals and have the drive to see them through. I'm feeling a lack of inner motivation, and it worries me.
Next year I'll be plenty motivated, by zillions of external factors. But I don't think that's really enough to achieve anything other than the bare minimum of success. I'm still trying to find the right environment for me--maybe what I should be shooting for is finding that magical combination of independence embedded within structure.