#275 Paul Graham

In this episode, the speaker, Paul Graham, delves into the intricacies of startup culture and the often misunderstood path to success. Graham emphasizes that determination and resourcefulness are more critical than sheer intelligence for a startup's triumph. He notes that many founders mistakenly believe in the "big launch" or that startups either spontaneously succeed or fail, overlooking the necessity of actively acquiring and delighting users, often through unscalable, labor-intensive efforts. Graham also highlights the importance of choosing co-founders wisely, focusing on character and commitment over skill, and the need for startups to be adaptable, persistent, and to think long-term. He warns against underestimating the power of compounding growth and urges founders to prioritize customer engagement and satisfaction. Graham's insights reveal that the journey of a startup is a complex, hands-on process that demands a blend of relentless pursuit, flexibility, and an understanding that initial efforts may seem insignificant but are pivotal for eventual scalability and success.

• To achieve success in any endeavor, one must have a genuine liking for the work involved.
• The traditional view often pits work and fun as opposites, with work being a necessary but unpleasant activity.
• A redefined perspective on work sees it as an opportunity to make original contributions to the world, rather than just a means to earn a living.
• Loving your work involves more than seeking immediate happiness; it requires a long-term vision of satisfaction and the ability to find pleasure in overcoming challenges.

"To do something well, you have to like it."

• This quote emphasizes that enjoyment is a fundamental component of excelling in any task or profession.

The quote suggests that passion and interest in one's work are essential for achieving high levels of performance and success.

• People often stop searching for work they love too soon, influenced by parental expectations, monetary goals, or societal prestige.
• The concept of "doing what you love" doesn't mean pursuing fleeting pleasures, but rather engaging in work that provides lasting fulfillment.
• To truly be content with one's work, it should be something that one not only enjoys but also respects and finds meaningful.

"How much are you supposed to like what you do? Unless you know that, you don't know when to stop searching."

• This quote highlights the importance of understanding the depth of one's passion for their work in order to determine when they have found the right vocation.

The relevance of the quote lies in its advice to not settle for a career path too quickly and to continue exploring until one finds work that is deeply satisfying.

• The distinction between work and pleasure is not as clear-cut as it may seem; even enjoyable work may not always be the most appealing option at any given moment.
• True passion for work means valuing it above temporary, unproductive pleasures, and integrating it so closely with one's life that the concept of spare time becomes irrelevant.
• Procrastination is less likely when work aligns with one's interests, leading to superior results and a greater sense of fulfillment.

"You have to like what you do enough that the concept of 'spare time' seems mistaken."

• This quote suggests that when one is deeply engaged with their work, it becomes an integral part of life rather than a separate, less desirable activity.

The quote's relevance is in its portrayal of ideal work as something that is so engaging and fulfilling that it blurs the line between work and leisure.

• Pursuing work for prestige or money can lead individuals away from discovering what they truly enjoy doing.
• Prestige is a fickle measure of success, often changing over time, and should not be the primary motivation for choosing a career.
• The true test of loving one's work is the willingness to do it even without financial compensation, indicating a genuine passion that transcends external rewards.

"Prestige is the opinion of the rest of the world."

• This quote suggests that prestige is an external validation that should not dictate one's career choices.

The relevance of the quote is in its warning against allowing the pursuit of societal approval to overshadow one's personal interests and passions in their work.

• Many people struggle to find work they love due to societal norms that equate work with pain and the allure of prestige and money.
• Realizing and admitting discontentment with one's current work is the first step towards finding a more fulfilling path.
• Discipline is often required to find work one loves, and the heuristic "always produce" can help guide individuals toward work that truly interests them.

"It's hard to find work you love; it must be, if so few do."

• This quote acknowledges the challenge of discovering work that one is passionate about, given that it is a rare achievement.

The quote is relevant as it encourages individuals to persevere in their search for fulfilling work despite the difficulty of the task.

• Paul Graham is a renowned programmer, writer, and founder of successful companies, with his essays being highly influential in the tech startup community.
• His advice is drawn from personal experience and observations from his involvement with Y Combinator, which has funded numerous startups.
• Graham's writing emphasizes the importance of working on projects that do not feel like work, aligning with one's unique interests and skills.

"That was an excerpt from an essay that changed my life. It's called how to do what you love, and it was written by Paul Graham."

• This quote introduces Paul Graham's essay as a transformative piece of writing for the speaker, highlighting its profound personal impact.

The relevance of the quote lies in its testament to the power of Graham's ideas and their ability to inspire significant life changes, such as pursuing one's passions with dedication.

• Startups often do not succeed on their first attempt; lack of interest upon launch is common.
• Failure should not be assumed when a startup does not immediately attract attention.
• Iteration and persistence are crucial for startup survival and eventual success.

"Startups almost never get it right the first time. Much more commonly, you launch something and no one cares."

This quote emphasizes the typical nature of startups not achieving instant success and the importance of resilience in the face of initial disinterest.

• Engaging in other activities while running a startup can be detrimental.
• Commitment to the startup should be the primary focus; distractions can lead to failure.
• Avoid making excuses that allow for divided attention between the startup and other endeavors.

"A startup is so hard that working on it cannot be preceded by but don't start other projects. Distraction is fatal to startups."

The quote underlines the necessity of undivided attention to the startup, highlighting that any form of distraction can be a fatal error.

• The fear of public failure can be a stronger motivator than the prospect of financial gain.
• Placing oneself in a position where failure is publicly visible can enhance commitment and perseverance.
• Public commitment can lead to a transformation in attitude from light-hearted to grimly determined.

"Founders are more motivated by the fear of looking bad than by the hope of getting millions of dollars."

This quote explains the psychological factor where the fear of public embarrassment is used as a motivational tool to push founders towards success.

• Economic downturns can be opportune times to start a startup due to less competition.
• The state of the economy is less significant compared to the qualities of the founders.
• Founders should focus more on who they are and who they work with rather than economic conditions.

"The state of the economy doesn't matter much either way."

The quote suggests that the success of a startup is more dependent on the founders' attributes than on the economic climate.

• Investors may be less willing to invest during economic downturns, though ideally, they should do the opposite.
• Startups must adapt to investors' whims regardless of the economic situation.
• Founders should be more concerned about their own actions than external factors like the economy or investor behavior.

"Investors are more of a problem. Startups generally need to raise some amount of external funding, and investors tend to be less willing to invest in bad times."

The quote reflects the challenges startups face with investor behavior during economic downturns and the need for startups to adapt.

• Running a startup as cheaply as possible makes it more resilient, especially during recessions.
• Frugality is a recurring theme in successful entrepreneurship.
• Bad economic times can provide an advantage by reducing competition.

"The way to make a startup recession-proof is to do exactly what you should do anyway: run it as cheaply as possible."

The quote advises that economical operation is key to a startup's survival and success, especially in a challenging economy.

• Determination is a more critical factor for startup success than intelligence.
• Being determined can compensate for a lack of other qualities, whereas intelligence alone is not enough for success.
• The qualities of determination, willfulness, discipline, and ambition are essential for achieving great things.

"It turns out it is much more important to be determined than smart."

This quote asserts that determination is the primary driver of success, surpassing the value of intelligence in the context of startups.

• Determination consists of willfulness balanced with discipline, and directed by ambition.
• These qualities can be cultivated to increase one's likelihood of success.
• Loving the work can naturally drive one to success without the need for external determination.

"Determination seems to work and consists of willfulness, balance with discipline, aimed by ambition."

The quote encapsulates the essence of determination, breaking it down into its core components and their interplay in driving success.

• Co-founder relationships can be challenging and require careful consideration.
• Founders were surprised by aspects of running a startup that were not commonly discussed.
• The email survey conducted by Paul Graham revealed patterns and insights from startup founders' experiences.

"I've sent all the founders an email asking what surprised them about starting a startup."

This quote introduces the method used to uncover surprising elements of the startup experience directly from those who have lived it.

• Multiple entrepreneurs from diverse backgrounds and industries often arrive at the same conclusions independently.
• This phenomenon suggests there are common patterns and lessons in entrepreneurial success.
• The surprise comes from the realization that these patterns transcend time, geography, and industry.

"Most formidable people in history that did not know each other, that weren't even alive at the same time, worked in different industries, different parts of the, lived." "They came to the same conclusion, know, trial and error and building their company."

These quotes highlight the recurring discovery of similar entrepreneurial insights across different contexts, emphasizing the universality of certain business truths.

• Choosing co-founders based on character and commitment is crucial, even more so than ability.
• The relationship between co-founders is compared to a marriage, requiring careful maintenance and shared responsibility.
• The right co-founder should not "flake" or abandon the venture when challenges arise.

"What people wish they paid more attention to when choosing co-founders was character and commitment, not ability." "This was particularly true with the startups that failed the lesson don't pick co-founders who will flake?"

The quotes stress the importance of prioritizing personal qualities over skills when selecting a business partner, as the strength of the co-founder relationship is critical to a startup's survival.

• The relationship between startup founders can evolve from friendship to something resembling a marriage.
• Founders spend significant time together, manage finances, and face challenges akin to raising a child.
• Maintaining a strong relationship is foundational and requires effort.

"Startup founders goes from a friendship to a marriage. My relationship with my co-founder went from just being friends to seeing each other all the time, fretting over the finances and cleaning up shit. And the startup was our baby."

This quote conveys the depth and complexity of the co-founder relationship, likening it to a domestic partnership with shared responsibilities and emotional investment.

• Historical examples suggest that partnerships often change post-acquisition, with one founder typically assuming a dominant role.
• Acquisitions rarely lead to successful partnerships between the acquiring and acquired company's founders.
• Maintaining a partnership post-acquisition is difficult and often leads to separation or conflict.

"My initial guess is no, because it tends to evolve into one clear main founder."

The quote reflects on the tendency for one founder to become the primary decision-maker after an acquisition, indicating the challenges of equality in leadership following such transitions.

• Running a startup is all-consuming, with founders dedicating nearly every waking moment to their venture.
• This level of commitment can be both exhilarating and overwhelming.
• The passion for the startup can make it difficult for founders to engage with normal societal interests and responsibilities.

"I didn't realize I would spend almost every waking moment either working or thinking about our startup."

The quote captures the intensity of the entrepreneurial lifestyle, where the lines between work and personal life are often blurred due to the demands of growing a startup.

• Startups can evoke extreme emotional swings, from euphoria to despair.
• The unpredictability of startup success contributes to these emotional highs and lows.
• Founders often express surprise at the intensity of these emotions.

"The emotional ups and downs were the biggest surprise for me. One day we'd think of ourselves as the next Google, the next we'd be wondering how to let our loved ones know of our utter failure."

This quote illustrates the emotional volatility experienced by founders, with rapid shifts from optimism to doubt.

• Despite the challenges, founders often find joy in the freedom that comes with running their own business.
• Engaging in creative and meaningful work can be deeply satisfying.
• The sense of autonomy and belief in one's work contributes to a positive entrepreneurial experience.

"I'm surprised by how much better it feels to be working on something that is challenging and creative and something I believe in."

The quote reflects the fulfillment founders find in pursuing work that aligns with their values and interests, emphasizing the personal rewards of entrepreneurship.

• Founders frequently underestimate the importance of persistence in overcoming obstacles.
• Determination is often cited as a more reliable predictor of success than intelligence.
• Persistent effort can lead to the resolution of issues that may initially seem insurmountable.

"If you are persistent, even problems that seem out of your control seem to work themselves out."

This quote conveys the power of persistence in addressing challenges, suggesting that a steadfast approach can lead to success even in the face of adversity.

• Startups often take longer to develop than founders expect.
• Overconfidence and a fast-paced work ethic can lead to unrealistic expectations about timelines.
• Successful founders emphasize the importance of thinking long-term and being prepared for a drawn-out journey.

"The top thing I didn't understand before going into it is that persistence is the name of the game. It's going to be a really long journey."

The quote underscores the necessity of endurance in the startup process, as the path to success is typically longer than anticipated.

• Startups require attention to numerous small tasks rather than relying solely on big ideas or breakthroughs.
• The day-to-day work of a startup is often mundane and laborious.
• Success is built incrementally through consistent effort and attention to detail.

"It is much more of a grind than glamorous. You will more likely find me tracking down a bug rather than having brilliant flashes of some strategic insight."

The quote highlights the reality of startup work, which is often less about moments of inspiration and more about the grind of problem-solving and execution.

• Founders are encouraged to launch quickly with a basic, functional product.
• The goal is to get to market rapidly and then iterate based on user feedback.
• This approach allows for flexibility and responsiveness to customer needs.

"Build the absolute smallest thing that can be considered a complete application and ship it."

The quote advocates for a lean startup methodology, emphasizing the value of starting with a minimal viable product and evolving it over time.

• User engagement is critical for product development and refinement.
• Founders should view product development as a conversation with users, taking their feedback into account.
• Estee Lauder's success is cited as an example of masterful customer interaction and responsiveness.

"Product development is a conversation with the user."

The quote encapsulates the iterative nature of product development, where ongoing dialogue with users informs and improves the offering.

• Startups should treat their initial idea as a hypothesis to be tested rather than a fixed plan.
• Flexibility and openness to change are essential for finding the most successful path.
• Iteration and responsiveness to feedback can lead to more effective solutions.

"Fast iteration is the key to success."

The quote emphasizes the importance of quickly adapting and refining a startup's approach based on real-world feedback and results.

• Founders often overestimate the threat posed by competitors.
• Execution, rather than ideas, is the key differentiator for startups.
• Startups should focus on serving their customers well rather than fixating on the competition.

"You have the same protection against competitors that light aircraft have against crashing into other light aircraft. Do you know what that protection is? Space is large."

The quote uses an analogy to illustrate that the vastness of the market and the uniqueness of execution provide natural protection against direct competition.

• Getting users is a significant challenge for startups, and it can be difficult to determine whether the issue is the product itself or the lack of exposure.
• Founders have criticized Y Combinator for not focusing enough on customer acquisition strategies.
• Marketing and distribution are critical components of startup success, as highlighted by Steve Jobs' emphasis on these areas.

"YC preaches, make something people want. There is very little focus on the cost of customer acquisition."

The quote points to a perceived gap in the startup advice provided by accelerators, suggesting that more emphasis should be placed on the practicalities of attracting and retaining customers.

• Deals, including those with larger companies and investors, frequently fall through.
• Startups should operate under the assumption that they may not receive additional outside investment.
• Founders are advised to be pessimistic about factors outside their control and to focus on building a sustainable business.

"My advice is generally pessimistic. Assume you won't get money, and if someone does offer you any, assume you'll never get any more of it."

The quote advises a conservative approach to financial planning, recommending that startups prepare for the worst-case scenario to maintain independence and control.

• Many founders are surprised by the lack of knowledge and professionalism among investors.
• Some investors struggle to understand the products they have funded.
• Founders have found that angels are generally more knowledgeable and easier to work with than other types of investors.

"A lot of founders mentioned how surprised they were by the cluelessness of investors."

The quote reflects the frustration founders often feel when dealing with investors who lack a deep understanding of their business or industry.

• Founders may need to project confidence and certainty to impress investors and partners.
• The ability to present oneself as in control can be a powerful tool in business negotiations.
• This strategy is not limited to dealing with investors but applies to human interactions more broadly.

"I taught him that if you act like you can do something, then it will work."

The quote suggests that projecting confidence can lead others to believe in your capabilities, which can be a self-fulfilling prophecy in business success.

• Luck plays a significant role in the success of startups.
• Even the most skilled and determined entrepreneurs can benefit from fortuitous circumstances.
• Acknowledging the role of luck can provide perspective on the unpredictability of startup outcomes.

"There is a large, random multiplier in the success of any company."

The quote recognizes the element of chance in business success, indicating that not all outcomes are within the entrepreneur's control.

• The support and camaraderie of a community, such as that provided by Y Combinator, can be immensely valuable for founders.
• Peer groups offer emotional support, advice, and a sense of belonging.
• Being part of a community of like-minded individuals can contribute to a founder's well-being and success.

"The benefit of the community that YC provides founders the immense value of peer group of YC companies that are."

The quote highlights the importance of a supportive entrepreneurial community in the journey of building a startup.

• Peer groups, such as those formed by Y Combinator companies, are immensely valuable.
• Founders face similar obstacles at similar times, which makes the shared experience beneficial.
• The in-person aspect of these peer groups is considered very important.

"Facing the immense value of the peer group of YC companies and facing similar obstacles at similar times."

This quote highlights the significance of being in a group of peers who are going through comparable challenges, emphasizing the shared journey of startup founders.

• Reading about successful entrepreneurs, like James Dyson, can provide mentorship and comfort to current founders.
• Dyson's autobiography, "Against the Odds," is recommended for understanding the difficulties of being a founder.
• The job of a founder is often difficult and lonely, and learning from historical figures can provide solace.

"The last time I read it, I read it a few times, it was episode 200."

Paul Graham suggests that repeatedly reading Dyson's autobiography can offer insights and comfort to founders, indicating the book's lasting value.

• Successful individuals often try to give back to the community by mentoring others.
• Bob Noyce, founder of Intel, is cited for mentoring figures like Steve Jobs and Nolan Bushnell.
• Creating wealth in the startup world is not seen as a zero-sum game; success can be shared and multiplied.

"And then Paul's talks about the value of community."

Paul Graham discusses the importance of community in the startup world, where success is shared and successful individuals often mentor newcomers.

• Founders often do not listen to advice until they experience challenges firsthand.
• This is referred to as the "super pattern" – a pattern of ignoring advice until personal experience validates it.
• Startups face many unexpected problems that can only be understood through direct experience.

"And so he calls this part the super pattern."

The super pattern refers to the tendency of founders to overlook advice until they encounter the problems themselves, highlighting the importance of experience in the learning process.

• Founders who are hard to talk to often lead less successful startups.
• A lack of resourcefulness is an underlying issue in startups that fail.
• Successful founders are described as "fire and forget" – they take leads and run with them without needing constant guidance.

"They all seemed hard to talk to."

This quote signifies that a common trait among less successful startups is difficulty in communication, which may be indicative of deeper issues.

• Startups succeed because the founders actively work to make them succeed.
• Manually recruiting users is often necessary at the start and cannot be overlooked.
• Delighting early users is crucial; even simple gestures like handwritten notes can have a lasting impact.

"Actually, startups take off because the founders make them take off."

This quote emphasizes the proactive role founders must play in the success of their startups, countering the belief that startups succeed or fail solely based on their inherent qualities.

• Founders should focus on weekly growth rates to measure progress.
• Even small numbers can grow significantly over time due to compounding growth.
• It's important not to underestimate the impact of small, consistent gains.

"If you have 100 users, you need to get ten more next week to grow 10% a week."

This quote explains the concept of compounding growth and the importance of setting tangible goals for weekly increases in user numbers.

• People often misjudge startups in their early stages by comparing them to established companies.
• The potential of a startup should be assessed based on what it could become if the founders do the right things.
• Focusing on a narrow market can help achieve initial traction and user satisfaction.

"They unconsciously judge larval startups by the standards of established ones."

This quote indicates that early-stage startups are often unfairly compared to mature companies, leading to misjudgment of their potential.

• Startups may need to engage in unscalable tactics initially to gain traction.
• Founders should think about what they're going to build and the unscalable actions they'll take early on.
• These initial efforts, although seemingly small, can set the foundation for future success.

"Instead, we should try thinking of them as pairs of what you're going to build, plus the unscalable things that you're going to do initially to get your company going."

This quote suggests that startups should plan for both the scalable aspects of their business and the unscalable efforts needed to kickstart growth.