The start up of you executive summary

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The start up of you executive summary

  1. 1. EXECUTIVE SUMMARY START-UP YOU THE OF
  2. 2. REID HOFFMAN BEN CASNOCHA Cofounder and Chairman of Entrepreneur and Author AUTHORS
  3. 3. CHAPTER 1: ALL HUMANS ARE ENTREPRENEURS CHAPTER 2: DEVELOP A COMPETITIVE ADVANTAGE CHAPTER 3: PLAN TO ADAPT CHAPTER 4: IT TAKES A NETWORK CHAPTER 5: PURSUE BREAKOUT OPPORTUNITIES CHAPTER 6: TAKE INTELLIGENT RISKS CHAPTER 7: WHO YOU KNOW IS WHAT YOU KNOW
  4. 4. When we were in the caves, we were all self-employed... finding our food, feeding ourselves. That’s where human history began. As civilization came, we suppressed it. We became “labor” because they stamped us, “You are labor.” We forgot that we are entrepreneurs. —MUHAMMAD YUNUS Nobel Peace Prize winner and microfinance pioneer All human beings are entrepreneurs.
  5. 5. To adapt to the CHALLENGES of professional life today...
  6. 6. We need to rediscover our ENTREPRENEURIAL INSTINCTS and use them to forge new sorts of careers.
  7. 7. Whether you’re a lawyer or doctor or teacher or engineer or even a business owner...
  8. 8. Today you need to also think of yourself as an entrepreneur at the helm of at least one living, growing start-up venture: YOUR CAREER.
  9. 9. The old career escalator is JAMMED.
  10. 10. Age-old assumptions about work have come UNDONE.
  11. 11. There are NEW RULES, and you need to know them —or else you may be on track to IRRELEVANCE.
  12. 12. 2The solution has two parts.
  13. 13. FIRST, a mindset of PERMANENT BETA
  14. 14. FIRST, a mindset of PERMANENT BETA
  15. 15. • Think of yourself as a WORK-IN-PROGRESS. FIRST, a mindset of PERMANENT BETA
  16. 16. • Think of yourself as a WORK-IN-PROGRESS. • INVEST IN YOURSELF every single day. FIRST, a mindset of PERMANENT BETA
  17. 17. Second, an entrepreneurial, adaptive SKILL SET taken from the very best of Silicon Valley.
  18. 18. It’s these SKILLS that we explain in the chapters ahead.
  19. 19. CHAPTER 1: ALL HUMANS ARE ENTREPRENEURS CHAPTER 2: DEVELOP A COMPETITIVE ADVANTAGE CHAPTER 3: PLAN TO ADAPT CHAPTER 4: IT TAKES A NETWORK CHAPTER 5: PURSUE BREAKOUT OPPORTUNITIES CHAPTER 6: TAKE INTELLIGENT RISKS CHAPTER 7: WHO YOU KNOW IS WHAT YOU KNOW
  20. 20. Differentiate or die.
  21. 21. To beat the competition, companies develop a customer should pick them instead of others. Differentiate or die. CLEAR REASONS WHY
  22. 22. Zappos massively DIFFERENTIATED ITSELF from other e-commerce companies by offering free shipping both ways and 24/7 customer service via a locally staffed 1-800 number.
  23. 23. Similarly, in a world where A MILLION PEOPLE CAN DO YOUR JOB...
  24. 24. CHART A CAREER PATH that sets you apart from other professionals.
  25. 25. You don’t need to be better than all professionals.
  26. 26. You don’t need to be better than all professionals. You just need to be better in a LOCAL, PROFESSIONAL NICHE.
  27. 27. THREE DYNAMIC, CHANGING PUZZLE PIECES comprise your position in the market and, when paired with a plan, determine the course you should head in.
  28. 28. 1. ASSETS What you have going for you now.
  29. 29. Your SOFT ASSETS (e.g., knowledge, skills, connections) 1. ASSETS What you have going for you now.
  30. 30. Your SOFT ASSETS (e.g., knowledge, skills, connections) Your HARD ASSETS (e.g., cash in the bank) 1. ASSETS What you have going for you now.
  31. 31. 2. ASPIRATIONS & VALUES Where you might like to go in the future.
  32. 32. 3. MARKET REALITIES What people will actually pay you for.
  33. 33. One without the others DOESN’T WORK.
  34. 34. Skills that can’t earn money WON’T GET YOU VERY FAR.
  35. 35. Following your bliss but not being very good at your bliss after long. WON’T BE TOO BLISSFUL
  36. 36. And being a slave to the market regardless of your likes and passions ISN’T SUSTAINABLE over the long run.
  37. 37. One way to upgrade your competitive position is by upgrading your assets—i.e., INVESTING IN YOURSELF.
  38. 38. You can also become more competitive by CHANGING THE ENVIRONMENT you play in.
  39. 39. Some American basketball players not good enough to play in the NBA play SUCCESSFULLY in Europe.
  40. 40. Their SKILLS don’t change, but the MARKET does.
  41. 41. Picking a MARKET NICHE where you’re better than the competition is key to entrepreneurial strategy.
  42. 42. CHAPTER 1: ALL HUMANS ARE ENTREPRENEURS CHAPTER 2: DEVELOP A COMPETITIVE ADVANTAGE CHAPTER 3: PLAN TO ADAPT CHAPTER 4: IT TAKES A NETWORK CHAPTER 5: PURSUE BREAKOUT OPPORTUNITIES CHAPTER 6: TAKE INTELLIGENT RISKS CHAPTER 7: WHO YOU KNOW IS WHAT YOU KNOW
  43. 43. POPULAR CAREER PLANNING ADVICE says you should decide where you want to be in 10 years and then develop a plan for getting there.
  44. 44. POPULAR CAREER PLANNING ADVICE says you should find your passion and then pursue it.
  45. 45. These philosophies have serious strengths, but also HUGE DRAWBACKS.
  46. 46. They presume A STATIC WORLD.
  47. 47. In fact, you CHANGE, the competition CHANGES, and the world CHANGES. They presume A STATIC WORLD.
  48. 48. They presume that fixed, accurate self-knowledge can be easily attained through INTROSPECTION.
  49. 49. In fact, your identity is not found through introspection but rather emerges through EXPERIMENTATION. They presume that fixed, accurate self-knowledge can be easily attained through INTROSPECTION.
  50. 50. Entrepreneurial career planning and adapting is about being always ready to adapt, but also persistent in driving toward goals. FLEXIBLY PERSISTENT
  51. 51. MAKE EXPLICIT THE ASSUMPTIONS AND HYPOTHESES IN YOUR PLAN.
  52. 52. You’ll never have complete certainty. MAKE EXPLICIT THE ASSUMPTIONS AND HYPOTHESES IN YOUR PLAN.
  53. 53. Identify areas of incomplete knowledge about yourself or your industry... MAKE EXPLICIT THE ASSUMPTIONS AND HYPOTHESES IN YOUR PLAN.
  54. 54. ...and make plans that will help you FILL THOSE GAPS. MAKE EXPLICIT THE ASSUMPTIONS AND HYPOTHESES IN YOUR PLAN.
  55. 55. > PRIORITIZE LEARNING.
  56. 56. > Just as start-ups in the early days prioritize learning over profitability... PRIORITIZE LEARNING.
  57. 57. > ...so should you prioritize learning (soft assets) over cash salary (hard assets) for the majority of your career. PRIORITIZE LEARNING.
  58. 58. > In the long run, you’ll likely lead as well as make more money. PRIORITIZE LEARNING. A MORE MEANINGFUL LIFE,
  59. 59. LEARN BY DOING.
  60. 60. ACTIONS, NOT PLANS, will generate the lessons that help you adapt to the next phase of your journey. LEARN BY DOING.
  61. 61. THINK TWO STEPS AHEAD.
  62. 62. What next move will the quantity and quality of follow-on opportunities? THINK TWO STEPS AHEAD. MAXIMIZE
  63. 63. Then craft an experimental PLAN A, an alternative PLAN B, and an unchanging, certain PLAN Z.
  64. 64. PLAN A What you’re doing now. Your current implementation of your competitive advantage.
  65. 65. PLAN B You pivot to B when your plan isn’t working or when you discover a better way toward your goal.
  66. 66. PLAN Z You shift to Z if something goes seriously wrong. It’s the lifeboat you can jump in if your plan fails and you need to reload before getting back in the game.
  67. 67. Did you know that started out as a multiplayer online game?
  68. 68. Did you know that started out as a “digital wallet” for storage only?
  69. 69. Did you know that was mayor of Cincinnati? JERRY SPRINGER
  70. 70. Did you know that began her career in India? There, she worked on public health projects for the World Bank. SHERYL SANDBERG
  71. 71. An experimental PLAN A,
  72. 72. An experimental PLAN A, an alternative PLAN B, and
  73. 73. An experimental PLAN A, an alternative PLAN B, and an unchanging, certain PLAN Z.
  74. 74. An experimental PLAN A, an alternative PLAN B, and an unchanging, certain PLAN Z. This is ABZ PLANNING.
  75. 75. CHAPTER 1: ALL HUMANS ARE ENTREPRENEURS CHAPTER 2: DEVELOP A COMPETITIVE ADVANTAGE CHAPTER 3: PLAN TO ADAPT CHAPTER 4: IT TAKES A NETWORK CHAPTER 5: PURSUE BREAKOUT OPPORTUNITIES CHAPTER 6: TAKE INTELLIGENT RISKS CHAPTER 7: WHO YOU KNOW IS WHAT YOU KNOW
  76. 76. Relationships matter to your career no matter the organization or your level of seniority because, ultimately, EVERY JOB BOILS DOWN TO INTERACTING WITH PEOPLE.
  77. 77. People control and the like. RESOURCES, OPPORTUNITIES, INFORMATION
  78. 78. And THE PEOPLE YOU SPEND TIME WITH shape the person you are today and the person you aspire to be tomorrow.
  79. 79. IWe An individual’s power is raised exponentially with the help of a team (a network). Think of it as “I-to-the-We”.
  80. 80. There are people you know in a PERSONAL context.
  81. 81. There are people you know in a PROFESSIONAL context.
  82. 82. Generally, you keep the two lives for reasons of both etiquette and potential conflict of loyalties. S E P A R A T E
  83. 83. However, sometimes you’re PERSONAL friends with a PROFESSIONAL colleague.
  84. 84. In these instances, THE CONTEXT in which you engage the person shapes the right approach.
  85. 85. 2There are two types of PROFESSIONAL RELATIONSHIPS
  86. 86. People you consult regularly for advice. You trust their JUDGMENT. 1. ALLIES
  87. 87. Second, you on opportunities together. PROACTIVELY COLLABORATE
  88. 88. You keep your antenna especially attuned to an ally’s INTERESTS, and when it makes sense to pursue something jointly, you do so.
  89. 89. Third, you talk up an ally to other friends. You PROMOTE his or her brand.
  90. 90. When an ally comes into conflict, you DEFEND him, and stand up for his reputation. And he does the same for you when times get tough.
  91. 91. 2. WEAKER TIES AND ACQUAINTANCES
  92. 92. While not as vital as allies, acquaintances usually INTRODUCE DIVERSITY to your network.
  93. 93. They tend to hail from different social circles or industries and so they can be useful to find opportunities or intelligence OUTSIDE YOUR INNER CIRCLE.
  94. 94. While there’s a limit to the number of people you can ever know at one time...
  95. 95. ...you are part of a broader network of FRIENDS OF FRIENDS and FRIENDS OF FRIENDS OF FRIENDS —second and third degree connections— for which there is VIRTUALLY NO LIMIT.
  96. 96. Your network is than you think. BIGGER
  97. 97. If you’re connected to a couple hundred people on LinkedIn, you’re actually at the center of an extended network MORE THAN TWO MILLION PEOPLE STRONG.
  98. 98. If you’re not asking for or giving INTRODUCTIONS to these second or third degree connections, you are not fully leveraging your network.
  99. 99. Finally, remember that relationships are like any living thing...
  100. 100. If they’re not getting STRONGER, they’re getting WEAKER.
  101. 101. by sending articles, making introductions, collaborating on projects, and staying in touch. STRENGTHEN RELATIONSHIPS
  102. 102. Consider creating an to which you automatically funnel a certain percentage of your paycheck. INTERESTING PEOPLE FUND
  103. 103. Use it to pay for coffees, lunches, and the occasional plane ticket to meet new people and shore up existing relationships.
  104. 104. CHAPTER 1: ALL HUMANS ARE ENTREPRENEURS CHAPTER 2: DEVELOP A COMPETITIVE ADVANTAGE CHAPTER 3: PLAN TO ADAPT CHAPTER 4: IT TAKES A NETWORK CHAPTER 5: PURSUE BREAKOUT OPPORTUNITIES CHAPTER 6: TAKE INTELLIGENT RISKS CHAPTER 7: WHO YOU KNOW IS WHAT YOU KNOW
  105. 105. The trajectories of remarkable careers are NOT slow and steady up and to the right.
  106. 106. Rather, they are marked by BREAKOUT OPPORTUNITIES —career experiences that lead to unusually rapid gains.
  107. 107. You can develop HABITS OF BEHAVIOR that increase the likelihood you find great career opportunities.
  108. 108. BE IN MOTION AND COURT SELECTIVE RANDOMNESS.
  109. 109. When you do something, you stir the pot and introduce the possibility that...
  110. 110. ...seemingly random ideas, people, and places will collide and form new combinations and opportunities.
  111. 111. TAP THE NETWORKS AND ASSOCIATIONS OF PEOPLE.
  112. 112. OPPORTUNITIES do not float like clouds in the sky.
  113. 113. They're attached to PEOPLE.
  114. 114. If you're looking for an OPPORTUNITY, including one that has a financial payoff, you're really looking for a PERSON.
  115. 115. Join CONFERENCES and CLUBS.
  116. 116. Better yet, START YOUR OWN.
  117. 117. There will be times when your back’s against the wall, when you’re low on resources or time, and when you’ll have to get scrappy and HUSTLE for opportunities.
  118. 118. Constraints can be a blessing in disguise: it’s amazing how RESOURCEFUL one can get when one has no choice but to be resourceful.
  119. 119. The founders of Airbnb were running out of cash, but they still believed in their idea.
  120. 120. To buy more time to figure out a way to scale their business, they did what any hustling entrepreneur would do...
  121. 121. They sold cereal.
  122. 122. Riding presidential election fever, they developed custom-designed cereal boxes for the candidates.
  123. 123. And the extra cash — $20,000 in profit — bought them enough time to figure out how to turn a consistent profit.
  124. 124. CHAPTER 1: ALL HUMANS ARE ENTREPRENEURS CHAPTER 2: DEVELOP A COMPETITIVE ADVANTAGE CHAPTER 3: PLAN TO ADAPT CHAPTER 4: IT TAKES A NETWORK CHAPTER 5: PURSUE BREAKOUT OPPORTUNITIES CHAPTER 6: TAKE INTELLIGENT RISKS CHAPTER 7: WHO YOU KNOW IS WHAT YOU KNOW
  125. 125. Risk tends to get a BAD rap.
  126. 126. We associate it with things like LOSING MONEY in the stock market...
  127. 127. ...or riding a motorcycle WITHOUT A HELMET.
  128. 128. But risk isn’t the enemy—it’s a PERMANENT PART OF LIFE.
  129. 129. In fact, being proactively INTELLIGENT about risk is a prerequisite for seizing those breakout opportunities.
  130. 130. There’s COMPETITION for good opportunities.
  131. 131. And because of that, if you can intelligently take on risk, you will FIND OPPORTUNITIES others miss.
  132. 132. Where others see a RED LIGHT...
  133. 133. ...you’ll see GREEN.
  134. 134. EVERY possible career move contains RISK.
  135. 135. If you don’t have to seriously think about the risk involved in a career opportunity...
  136. 136. ...it’s probably NOT the breakout opportunity you’re looking for.
  137. 137. Learning how to ACCURATELY ASSESS the level of risk in a situation isn’t easy.
  138. 138. Risk is both PERSONAL and SITUATIONAL.
  139. 139. What may be risky to you may NOT be risky to someone else.
  140. 140. So here are a few RULES OF THUMB for thinking about the risk associated with opportunities...
  141. 141. Overall, it’s probably as you think. NOT AS RISKY
  142. 142. We’re wired for evolutionary reasons to OVERESTIMATE risk.
  143. 143. If you can tolerate the be open to it. WORST-CASE OUTCOME,
  144. 144. If the worst-case outcome means death, homelessness, or being permanently unemployed, AVOID IT.
  145. 145. DON’T CONFLATE UNCERTAINTY WITH RISK.
  146. 146. DON’T CONFLATE UNCERTAINTY WITH RISK. There will always be unknowns.
  147. 147. DON’T CONFLATE UNCERTAINTY WITH RISK. There will always be unknowns. This doesn’t mean it’s risky.
  148. 148. You can never fully predict how or when ILL-FORTUNE will strike.
  149. 149. Instead of placing faith in your ability to anticipate all that could go wrong...
  150. 150. BUILD UP RESILIENCE to unimaginable blowup.
  151. 151. Achieve stability by introducing low levels of volatility— by introducing SMALL RISKS ON A REGULAR BASIS.
  152. 152. Ideally, your day job has VOLATILITY BUILT-IN.
  153. 153. A freelance editor has to day-to-day than the staff editor. HUSTLE MORE
  154. 154. An independent real estate agent GOES HUNGRY MORE DAYS than the big-company agent.
  155. 155. Those who will never starve. REGULARLY DEAL WITH SMALL RISKS
  156. 156. Those who will never starve. CONTROLLED BURNS REGULARLY DEAL WITH SMALL RISKS
  157. 157. They will never be ENGULFED BY THE BIG RISKS.
  158. 158. CHAPTER 1: ALL HUMANS ARE ENTREPRENEURS CHAPTER 2: DEVELOP A COMPETITIVE ADVANTAGE CHAPTER 3: PLAN TO ADAPT CHAPTER 4: IT TAKES A NETWORK CHAPTER 5: PURSUE BREAKOUT OPPORTUNITIES CHAPTER 6: TAKE INTELLIGENT RISKS CHAPTER 7: WHO YOU KNOW IS WHAT YOU KNOW
  159. 159. The most meaningful way to differentiate your company from your competition, the best way to put distance between you and the crowd, is to do an outstanding job with information. —BILL GATES How you gather, manage, and use information will determine whether you win or lose.
  160. 160. This could not be truer today.
  161. 161. This could not be truer today. But the way we’ve been socialized to think about information and knowledge is RADICALLY INSUFFICIENT.
  162. 162. Our educational system trains us to MEMORIZE FACTS stored in textbooks and then regurgitate them on an exam.
  163. 163. But as a modern professional, you can’t acquire knowledge this way, because the knowledge you need isn’t static— IT’S ALWAYS CHANGING.
  164. 164. You CAN’T CRAM your brain with all the relevant information that might possibly be relevant to your careers, then deploy it on exam day.
  165. 165. In the world of work, EVERY DAY IS EXAM DAY.
  166. 166. EVERY DAY brings new, unpredictable challenges and decisions.
  167. 167. Stockpiling facts won’t get you anywhere.
  168. 168. Stockpiling facts won’t get you anywhere. What will get you somewhere is being able to access the information you need WHEN YOU NEED IT.
  169. 169. You get the intelligence you need to make good career decisions by TALKING TO PEOPLE in your network.
  170. 170. IT’S PEOPLE who help you understand your assets, aspirations, and the market realities.
  171. 171. IT’S PEOPLE who help you vet and get introduced to possible allies and trust connections.
  172. 172. IT’S PEOPLE who help you track the risk attached to a given opportunity.
  173. 173. What you get when you tap into other people’s brains is called NETWORK INTELLIGENCE.
  174. 174. To pull intelligence from your network, you need to MAP YOUR NETWORK so you know who knows what.
  175. 175. Then you need to ask questions that elicit USEFUL ANSWERS.
  176. 176. So START tapping into your network.
  177. 177. START investing in skills.
  178. 178. START pursuing breakout opportunities.
  179. 179. But most of all, START forging your own differentiated career plans.
  180. 180. But most of all, START forging your own differentiated career plans. START adapting these rules to your own adaptive life.
  181. 181. For life in PERMANENT BETA, the trick is to NEVER STOP STARTING.
  182. 182. The start-up is YOU.
  183. 183. READ THE BOOK TO TRANSFORM YOUR CAREER Click Here
  184. 184. WITH SOMEONE IN YOUR NETWORK AS A SMALL GIFT SHARE THIS

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