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THE
  START-UP
       OF

     YOU
EXECUTIVE SUMMARY
AUTHORS




    REID HOFFMAN            BEN CASNOCHA
Cofounder and Chairman of    Entrepreneur and Author
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
All human beings
are entrepreneurs.
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
To adapt to the CHALLENGES of professional life today...
We need to rediscover our ENTREPRENEURIAL INSTINCTS
      and use them to forge new sorts of careers.
Whether you’re a lawyer or
doctor or teacher or engineer
 or even a business owner...
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.
The old career escalator is JAMMED.
Age-old assumptions about work have come UNDONE.
There are NEW RULES, and you need to know them
 —or else you may be on track to IRRELEVANCE.
2
The solution has two parts.
FIRST, a mindset of

PERMANENT BETA
FIRST, a mindset of

PERMANENT BETA
FIRST, a mindset of

PERMANENT BETA




• Think of yourself as a WORK-IN-PROGRESS.
FIRST, a mindset of

PERMANENT BETA




• Think of yourself as a WORK-IN-PROGRESS.
• INVEST IN YOURSELF every single day.
Start-up of You, Visual Summary
Second, an entrepreneurial, adaptive

      SKILL SET
taken from the very best of Silicon Valley.
It’s these SKILLS that we explain
       in the chapters ahead.
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
Differentiate or die.
Differentiate or die.



 To beat the competition,
     companies develop
CLEAR REASONS WHY
  a customer should pick
  them instead of others.
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.
Similarly, in a world where
A MILLION PEOPLE CAN DO YOUR JOB...
CHART A CAREER PATH
that sets you apart from other professionals.
You don’t need to be better than all professionals.
You don’t need to be better than all professionals.
          You just need to be better in a
      LOCAL, PROFESSIONAL NICHE.
THREE DYNAMIC, CHANGING PUZZLE PIECES
     comprise your position in the market
        and, when paired with a plan,
   determine the course you should head in.
1. ASSETS
What you have going for you now.
1. ASSETS
               What you have going for you now.




  Your SOFT ASSETS
(e.g., knowledge, skills, connections)
1. ASSETS
               What you have going for you now.




  Your SOFT ASSETS                       Your HARD ASSETS
(e.g., knowledge, skills, connections)     (e.g., cash in the bank)
2. ASPIRATIONS
      & VALUES
     Where you might like
       to go in the future.
3. MARKET REALITIES
What people will actually
pay you for.
Start-up of You, Visual Summary
One without the others DOESN’T WORK.
Skills that can’t earn money
WON’T GET YOU VERY FAR.
Following your bliss but not
being very good at your bliss
WON’T BE TOO BLISSFUL
after long.
And being a slave to the market regardless of your likes
 and passions ISN’T SUSTAINABLE over the long run.
One way to upgrade your competitive position is by
upgrading your assets—i.e., INVESTING IN YOURSELF.
You can also become
 more competitive by
  CHANGING THE
  ENVIRONMENT
     you play in.
Some American basketball players not good enough to
  play in the NBA play SUCCESSFULLY in Europe.
Their SKILLS don’t change,
 but the MARKET does.
Picking a MARKET NICHE
 where you’re better than
 the competition is key to
 entrepreneurial strategy.
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
POPULAR CAREER PLANNING ADVICE
says you should decide where you want to be in
10 years and then develop a plan for getting there.
POPULAR CAREER PLANNING ADVICE
says you should find your passion
and then pursue it.
These philosophies have serious strengths,
     but also HUGE DRAWBACKS.
They presume A STATIC WORLD.
They presume A STATIC WORLD.




                  In fact, you CHANGE, the competition
                  CHANGES, and the world CHANGES.
They presume that fixed, accurate self-knowledge
can be easily attained through INTROSPECTION.
They presume that fixed, accurate self-knowledge
can be easily attained through INTROSPECTION.




                In fact, your identity is not found through
               introspection but rather emerges through
                           EXPERIMENTATION.
Entrepreneurial career planning
 and adapting is about being

 FLEXIBLY
PERSISTENT
 always ready to adapt, but also
persistent in driving toward goals.
MAKE EXPLICIT THE
ASSUMPTIONS AND
HYPOTHESES IN
YOUR PLAN.
MAKE EXPLICIT THE
ASSUMPTIONS AND
HYPOTHESES IN
YOUR PLAN.




           You’ll never have complete certainty.
MAKE EXPLICIT THE
ASSUMPTIONS AND
HYPOTHESES IN
YOUR PLAN.




          Identify areas of incomplete knowledge
             about yourself or your industry...
MAKE EXPLICIT THE
ASSUMPTIONS AND
HYPOTHESES IN
YOUR PLAN.




              ...and make plans that will
             help you FILL THOSE GAPS.
PRIORITIZE LEARNING.


        >
PRIORITIZE LEARNING.


                   >
   Just as start-ups in the early days
  prioritize learning over profitability...
PRIORITIZE LEARNING.


                         >
  ...so should you prioritize learning (soft assets) over
cash salary (hard assets) for the majority of your career.
PRIORITIZE LEARNING.


                >
   In the long run, you’ll likely lead
   A MORE MEANINGFUL LIFE,
    as well as make more money.
LEARN
BY DOING.
LEARN
BY DOING.
ACTIONS, NOT PLANS,
will generate the lessons
that help you adapt to
the next phase of your
journey.
THINK TWO
STEPS AHEAD.
THINK TWO
STEPS AHEAD.
What next move will MAXIMIZE
the quantity and quality of
follow-on opportunities?
Then craft an experimental PLAN A,
    an alternative PLAN B, and
  an unchanging, certain PLAN Z.
PLAN A
What you’re doing now.
Your current implementation of
your competitive advantage.
PLAN B
You pivot to B when
your plan isn’t working
or when you discover
a better way toward
your goal.
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.
Did you know that




started out as a multiplayer online game?
Did you know that




started out as a “digital wallet” for storage only?
Did you know that

      JERRY
    SPRINGER
was mayor of Cincinnati?
Did you know that

   SHERYL
   SANDBERG
began her career in India?


    There, she worked on
    public health projects
      for the World Bank.
An experimental PLAN A,
An experimental PLAN A,
an alternative PLAN B, and
An experimental PLAN A,
  an alternative PLAN B, and
an unchanging, certain PLAN Z.
An experimental PLAN A,
   an alternative PLAN B, and
 an unchanging, certain PLAN Z.


            This is

ABZ PLANNING                      .
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
Relationships matter to your career no matter the
organization or your level of seniority because, ultimately,
EVERY JOB BOILS DOWN TO INTERACTING WITH PEOPLE.
People control
RESOURCES, OPPORTUNITIES, INFORMATION
              and the like.
And THE PEOPLE YOU SPEND TIME WITH
    shape the person you are today and
   the person you aspire to be tomorrow.
I
        Think of it as “I-to-the-We”.




               We
An individual’s power is raised exponentially
    with the help of a team (a network).
There are people you know in a PERSONAL context.
There are people you know in a PROFESSIONAL context.
Generally, you keep the two lives

S E P A R A T E
 for reasons of both etiquette and
   potential conflict of loyalties.
However, sometimes you’re PERSONAL
friends with a PROFESSIONAL colleague.
In these instances,

THE CONTEXT
in which you engage
the person shapes
the right approach.
2
     There are two types of
PROFESSIONAL      RELATIONSHIPS
1. ALLIES
People you consult regularly for advice.
     You trust their JUDGMENT.
Second, you
PROACTIVELY COLLABORATE
  on opportunities together.
You keep your antenna especially attuned to an
 ally’s INTERESTS, and when it makes sense
     to pursue something jointly, you do so.
Third, you talk up an ally to other friends.
    You PROMOTE his or her brand.
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.
2. WEAKER TIES AND
  ACQUAINTANCES
While not as vital as allies, acquaintances usually
  INTRODUCE DIVERSITY to your network.
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.
While there’s a limit to the number of
people you can ever know at one time...
...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.
Start-up of You, Visual Summary
Your network is


BIGGER
 than you think.
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.
If you’re not asking for or giving INTRODUCTIONS
    to these second or third degree connections,
      you are not fully leveraging your network.
Finally, remember
that relationships
are like any living thing...
If they’re not getting
STRONGER,
they’re getting
WEAKER.
STRENGTHEN
RELATIONSHIPS
by sending articles,
making introductions,
collaborating on projects,
and staying in touch.
Consider creating an

INTERESTING
PEOPLE FUND
to which you automatically
funnel a certain percentage
of your paycheck.
Use it to pay for coffees,
lunches, and the occasional
plane ticket to meet new
people and shore up
existing relationships.
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
The trajectories of remarkable careers are NOT
      slow and steady up and to the right.
Rather, they are marked by

BREAKOUT OPPORTUNITIES
—career experiences that lead to unusually rapid gains.
You can develop HABITS OF BEHAVIOR that increase
   the likelihood you find great career opportunities.
BE IN MOTION AND COURT
SELECTIVE RANDOMNESS.
When you do something, you stir the
pot and introduce the possibility that...
...seemingly random ideas, people, and places will
collide and form new combinations and opportunities.
Start-up of You, Visual Summary
Start-up of You, Visual Summary
TAP THE NETWORKS AND ASSOCIATIONS OF PEOPLE.
OPPORTUNITIES do not float like clouds in the sky.
They're attached to PEOPLE.
If you're looking for an OPPORTUNITY,
including one that has a financial payoff,
you're really looking for a PERSON.
Join CONFERENCES and CLUBS.
Better yet, START YOUR OWN.
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.
Constraints can be a blessing in disguise:
it’s amazing how RESOURCEFUL one can get
when one has no choice but to be resourceful.
The founders of Airbnb were running out of cash,
       but they still believed in their idea.
To buy more time to figure out a way to scale their business,
    they did what any hustling entrepreneur would do...
They sold cereal.
Riding presidential election fever, they developed
custom-designed cereal boxes for the candidates.
And the extra cash — $20,000 in profit — bought them
enough time to figure out how to turn a consistent profit.
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
Risk tends to get a BAD rap.
We associate it with things like
      LOSING MONEY
    in the stock market...
...or riding a motorcycle
WITHOUT A HELMET.
But risk isn’t the enemy—it’s a
PERMANENT PART OF LIFE.
In fact, being proactively INTELLIGENT
about risk is a prerequisite for seizing
those breakout opportunities.
There’s COMPETITION for good opportunities.
And because of that, if you can intelligently take on risk,
    you will FIND OPPORTUNITIES others miss.
Where others see a RED LIGHT...
...you’ll see GREEN.
EVERY possible career move contains RISK.
If you don’t have to seriously think about
the risk involved in a career opportunity...
...it’s probably NOT the breakout opportunity you’re looking for.
Learning how to ACCURATELY ASSESS
 the level of risk in a situation isn’t easy.
Risk is both PERSONAL and SITUATIONAL.
What may be risky to you
may NOT be risky to someone else.
Start-up of You, Visual Summary
So here are a few RULES OF THUMB for thinking
  about the risk associated with opportunities...
Overall, it’s probably

NOT AS RISKY
       as you think.
We’re wired for evolutionary reasons
     to OVERESTIMATE risk.
If you can tolerate the
WORST-CASE OUTCOME,
      be open to it.
If the worst-case outcome means death, homelessness,
      or being permanently unemployed, AVOID IT.
DON’T CONFLATE UNCERTAINTY WITH RISK.
DON’T CONFLATE UNCERTAINTY WITH RISK.
       There will always be unknowns.
DON’T CONFLATE UNCERTAINTY WITH RISK.
       There will always be unknowns.
         This doesn’t mean it’s risky.
You can never fully predict
how or when ILL-FORTUNE will strike.
Instead of placing faith in your ability
to anticipate all that could go wrong...
BUILD UP RESILIENCE
  to unimaginable blowup.
Achieve stability by introducing low levels of volatility—
by introducing SMALL RISKS ON A REGULAR BASIS.
Ideally, your day job has

VOLATILITY BUILT-IN.
A freelance editor has to

HUSTLE MORE
day-to-day than the staff editor.
An independent real estate agent
GOES HUNGRY
MORE DAYS
than the big-company agent.
Those who
REGULARLY DEAL
WITH SMALL RISKS
   will never starve.
CONTROLLED BURNS




                         Those who
                   REGULARLY DEAL
                   WITH SMALL RISKS
                      will never starve.
They will never be ENGULFED BY THE BIG RISKS.
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
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. How you
gather, manage, and
use information will
determine whether
you win or lose.
—BILL GATES
This could not be truer today.
This could not be truer today.
  But the way we’ve been socialized to
think about information and knowledge is
 RADICALLY INSUFFICIENT.
Our educational system trains us to MEMORIZE FACTS
stored in textbooks and then regurgitate them on an exam.
But as a modern professional,
    you can’t acquire knowledge this way,
because the knowledge you need isn’t static—
         IT’S ALWAYS CHANGING.
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.
In the world of work, EVERY DAY IS EXAM DAY.
EVERY DAY brings new, unpredictable
    challenges and decisions.
Stockpiling facts won’t get you anywhere.
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.
You get the intelligence you need to make good career
 decisions by TALKING TO PEOPLE in your network.
IT’S PEOPLE who help you understand your
assets, aspirations, and the market realities.
IT’S PEOPLE who help you vet and get introduced
      to possible allies and trust connections.
IT’S PEOPLE who help you track the risk
     attached to a given opportunity.
What you get when you tap into other people’s
brains is called NETWORK INTELLIGENCE.
To pull intelligence from your network,
you need to MAP YOUR NETWORK
    so you know who knows what.
Then you need to ask questions
that elicit USEFUL ANSWERS.
So START tapping into your network.
START investing in skills.
START pursuing breakout opportunities.
But most of all, START forging
your own differentiated career plans.
But most of all, START forging
your own differentiated career plans.




         START adapting these rules
          to your own adaptive life.
For life in PERMANENT BETA,
the trick is to NEVER STOP STARTING.
The start-up is YOU.
READ
THE BOOK
TO TRANSFORM
YOUR CAREER

   Click Here
SHARE THIS
WITH SOMEONE IN
YOUR NETWORK
AS A SMALL GIFT

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Start-up of You, Visual Summary

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