Showing posts with label Business/Finance. Show all posts
Showing posts with label Business/Finance. Show all posts

How To Build A Successful Business The Warren Buffett Way

Men like Warren Buffett don’t just stumble onto the world’s rich list year after year and not know a thing or two about how to run a very successful business. Buffett is more than just one of the greatest investor’s of all time, just like McDonald’s is not just in the burger business, but also in the real estate business considering their immense portfolio of prime real estate around the world.

So if your thinking about starting your own business, like thousands are doing every day around the world then who better to learn from then “the Oracle of Omaha” Warren Buffett:

1. Stop Talking About Starting A Business, Get Your Hands Dirty
“Can you really explain to a fish what it’s like to walk on land? One day on land is worth a thousand years of talking about it, and one day running a business has exactly the same kind of value.” - Warren Buffett

It is extraordinary how often I hear someone with an excited look on their face declare that they want to go into business and leave their dead end job. They continue to talk about all the benefits and opportunities that starting a business will bring to them in a manner that is more to convince themselves then it is to convince those around them that they are making a smart decision with their life.

But what is surprising is then nothing happens. Instead of starting a business with gusto they start to talk about it and drag out the whole process by weeks, months and sometimes even years. They start to see skill sets that they find lacking in their arsenal and look to investing a period in learning. This might take the form of looking at their job to learn more skills, maybe take a few courses or buy some reading material.

While I think this is sensible to want to minimise the risk of starting a business, I think it can also be greatly debilitating if the only thing you do is preparation but never taking the actual critical step of actually starting the business. Nothing can teach you more about business then actually being in the coal face day in day out. If you want to learn marketing skills for example you can attend all the courses you want but when you’ve got your own business and the sales aren’t coming in then you will learn sales skills very quickly out of necessity.

2. Find Your Business Opportunity and Believe In It
“You’re neither right nor wrong because other people agree with you. You’re right because your facts are right and your reasoning is right—and that’s the only thing that makes you right. And if your facts and reasoning are right, you don’t have to worry about anybody else.” - Warren Buffett

Brilliant business ideas and great business ventures are created every second of every day. They are all around you if you are willing to look. A common complaint with aspiring business people is that they don’t know what business to start. They approach starting a business like they would as an employee, they look for a safe option one with low risk. They are looking for that magical bullet and thus in the process get bogged down looking for that million dollar business idea hiding in the haystack.

They have the whole thing upside down in it’s thinking. You aren’t looking to try and find the next million dollar idea, rather the key is to find something you are passionate about and pursue it because you see an untapped opportunity or a market to service. After all Buffett argues “Risk is a part of God’s game, alike for men and nations.” If you see an opportunity then you must believe in it and pursue it. The greatest shame is watching someone else take that opportunity to the market years latter because you didn’t have the fortitude to follow up your beliefs.

3. Find The Joy In What You Do
“I get to do what I like to do every single day of the year. I get to do it with people I like, and I don’t have to associate with anybody who causes my stomach to churn. I tap dance to work, and when I get there I think I’m supposed to lie on my back and paint the ceiling. It’s tremendous fun.” - Warren Buffett

If you want to achieve lasting success in any endeavor it has to be more than just will power, discipline and hard work. While all these ingredients are often associated with high achievers, another common trait overlooked is following your passion. Starting a business is more than just a 9-5 job, it’s an all consuming activity and if you don’t have the passion in it then it’s just about money. Nothing great is ever achieved if it’s just about money. It needs to be more than that. Passion enables you to overcome the up’s and down’s of business, the ability to soldier through the difficulties and the long hours.

Life is too short to just labor away long hours in any undertaking that doesn’t give you fulfillment and joy. You might as well just get a job because at least you’ll have less headaches and pressure. You’ll also probably be able to walk away at the end of each workday with your sanity still in check.

Starting a business that you aren’t passionate about is akin to buying yourself a job you hate and having an idiot for a boss. Sure you can argue “if only I can make a few million then I can retire somewhere”. The problem is whether that future thinking is really worth the exchange of your present moment happiness. Is it worth exchanging the countless hours spent in misery so that you might enjoy serenity at some future point in time. The great disappointment in life is that the future may never come and it may not look the way you wanted it to. Statistics show that 90% of all small businesses fail in their first year, most of them probably were trying to make a quick buck without thinking through what they truly wanted to do with their life.

4. Utilize Good Advisor’s And Mentors
“Somebody once said that in looking for people to hire, you look for three qualities: integrity, intelligence, and energy. And if they don’t have the first, the other two will kill you. You think about it; it’s true. If you hire somebody without the first, you really want them to be dumb and lazy.” - Warren Buffett

You don’t have to feel that going into business is a long and lonely journey. There are many people who have ventured on the journey as you and many are more than happy to share their business wisdom that they have fostered along the way. Finding good advisor’s and mentors means that you are building a team of quality people around you that will help enable you to make better informed decisions.

While they are no guarantee to success they will hopefully help you to drastically reduce simple beginner mistakes that can cost you thousands and countless wasted hours. Buffett says “If you don’t know jewelry, know the jeweler” so it is with business, if you don’t know accounting get yourself an accountant. Your team at it’s core should include an accountant and solicitor whom you trust and get along with. In the larger scheme a mentor is someone who would be greatly beneficial to your journey. The only thing I would suggest to steer clear of is business coaches who offer their services for a fee. While I’m not suggesting that all are bad, the saying does go “if you can’t do, you teach”.

5. You Don’t Have To Swing For The Fence
“I don’t look to jump over 7-foot bars: I look around for 1-foot bars that I can step over.” - Warren Buffett

When I was growing up Michael Jordan was everyone’s boyhood hero. He was by far the greatest basketball player of all time. According to Wikipedia “Jordan’s individual accolades and accomplishments include five NBA MVP (Most Valuable Player) awards, ten All-NBA First Team designations, nine All-Defensive First Team honors, fourteen NBA All-Star Game appearances and three All-Star MVPs, ten scoring titles, three steals titles, six NBA Finals MVP awards, and the 1988 NBA Defensive Player of the Year Award.

He holds the NBA record for highest career regular season scoring average with 30.1 points per game, as well as averaging a record 33.4 points per game in the playoffs.” So what do you suppose his career shooting average was. It was .497, that’s right, Michael Jordan got about one in every two of his shots in the net. Even legends don’t need to be right every time, they don’t need to sink the winning game shot every time. They just need to do the right things enough times and at the right moments. The line between greatness and average is a fine line. The difference between a great business and an average business is also a fine line and if your constantly trying to hit the fence with it you are going to be joining the bankruptcy list pretty soon.

Don’t get sold on the get rich quick mania, the rags to riches or the overnight success stories. Chances are they have been hyped up by media. A slow, disciplined slog to success isn’t a big enough story for people to pay attention to. So stick to your journey, find your strengths and follow your own path. Remember even Jordan spent countless years honing his craft and developing his skills before he even made it to the NBA.

The Top 10 Ways to Build a Successful Business from Scratch

1. Get A Clear Idea of Where You Want To Go.

If your goal is to make more money, how much more is more? Get a clear idea of what you want so that you have a focus.

2. Be Prepared to Do Things Differently.

Make a conscious decision to do this. Presumably, whatever you have been doing has not worked so far; so admit it and open up to new ways of doing things.

3. Get Help.

Not everyone will have access to someone of influence who has done what they are trying to do. But, thanks to the Coaching profession, you can now get someone who is not only experienced and willing, but also qualified to help you.

4. Be Prepared to Spend Money.

A lot of people look for freebies, which has its place. However, when it comes to making money, more often than not, you have to spend money to get where you want to go. Join a Mentoring group; attend Seminars; use your money as a tool and invest in yourself.

5. Associate with Like-minded People.

Whatever you are trying to achieve, chances are, someone has done it before. Find people who are heading the same way and associate with them. Find out what makes them tick. Emulate them.

6. Join a Mastermind Group.

Join a local or online Mastermind. A Mastermind is simply a group of people dedicated to helping you flesh out your business ideas in an objective manner. Find one with members already established in your area of interest.

7. Act on New Information and Ideas in A Timely Manner.

So many great ideas never materialize due to over-rationalization. Once you have a good idea that has been put through due processes, go for it. The longer you wait, the more susceptible to FEAR you will become.

8. Decide On One Idea At A Time.

There is nothing wrong with having many ideas but don't be a jack of all trades. Choose one idea at a time and give it one hundred percent of your time and efforts.

9. Create Instant Momentum.

Start the ball rolling right away to create the momentum which will keep you going. Tell people about your new business; print your business cards; anything to keep you going and make it hard for you to back off.

10. Don't Be Afraid to Start Small.

Small does not mean weak. Five clients paying you $50 each per month may not seem like much at first, but what will happen if they all gave you 5 referrals every month on a rolling basis? Baby-steps, whilst highly underrated, can be an incredibly powerful business building tool.

How to Make Lots of Money During a Recession

A recession is possibly the best time to launch a new business or to expand an existing one. It’s also a great time to get ahead in your career. I know this sounds counter-intuitive, so let me ’splain.

First, the media goes nuts during a recession. They turn a little bit of negativity into a mountain of pessimism. This makes a lot of people financially paranoid. People become socially conditioned to expect the worst.

If you buy into this social hysteria, you become a victim too.

But if you tune out such stupidity (not watching TV helps a lot) and maintain a grip on rational thought, you’ll see some amazing opportunities popping up everywhere you look.

During such times people get scared and start cutting back on expenses. They cut some of the fluff from their lives. They stop buying so much stuff they don’t need.

This causes some businesses to do poorly, especially businesses that don’t provide stuff we really need. We can live without new credit cards and gas-guzzling SUVs for a while. Those non-essentials can be put off.

We also become more sensitive to receiving genuine value. When we spend money, we want to make sure we’re getting a fair deal.

Consequently, businesses that provide genuine value can actually do better during a recession. More people will flock to those businesses in tough times, while the fluff businesses will become more and more paranoid.

In the USA there are a lot of fluff businesses. Many are based on the moocher mindset, trying to extract money without providing fair value in exchange. A lot of the dead or dying financial companies are like that. The American auto industry has been contracting as well, at least in part because they’ve been creating inferior products that people don’t really need. (Erin and I own a Honda, despite the fact that we could have gotten a significant discount on GM cars because two of my family members used to work for GM. We looked at some GM cars and quickly concluded they sucked. Other family members weren’t so lucky.)

A lot of people have been learning that job security doesn’t mean much these days. More than 500,000 Americans learned this lesson last month when they lost their “safe and secure” jobs.

The Stupid Approach to Making Money

Lately I’ve seen a lot of people, some of them friends, do some really dumb things in an attempt to earn more money. They buy into lame money-making programs, join and promote useless MLM schemes, and fall prey to scammers.

The common pattern is always the same — they’re focused on trying to make more money. They make it their top priority. They think about it constantly. But they keep getting sucked into trying to make money without providing any real value, and it’s unsustainable.

In the end this sort of thing eventually self-destructs. The only way to succeed with it in the long run is to find lots of suckers and basically rip them off in order to enrich yourself. Most people have a strong enough moral resistance to this sort of thing that they’ll sabotage themselves from going too far with it. This isn’t a path of long-term abundance. It’s a path of scarcity.

As a general rule, the people I know who are most focused on trying to make more money this year are doing worse, not better. In some cases they’re doing much worse. A few have lost or are in the process of losing their homes.

The exceptions are those that are able to sufficiently kill their conscience, so they can remove any incongruencies about ripping people off. But again, this is a pretty rare exception. Most people would rather deal with scarcity than knowingly rip people off to get ahead, so they just make the bare minimum to meet their needs and avoid getting ahead.

The Smart Approach to Making Money

There is a smarter approach, however.

Instead of focusing on trying to make more money, put your time and energy into CREATING and DELIVERING real value. Find a way to give people what they want and/or need.

Take note that the keywords here are CREATE and DELIVER.

Creating value means expressing your unique talents and skills in a way that can potentially benefit others.

Delivering value means ensuring that other people are actually receiving and benefiting from the value you’ve created.

If you don’t do both in some fashion, then it’s going to be hard for you to generate sustainable income, especially during a recession. I’ll explain why.

If you only create value but don’t deliver it, then your value isn’t being received by anyone. So how can you receive value (such as money) in return?

I see this problem a lot with creative types such as would-be artists, musicians, and writers. They may spend lots of time honing their craft, but if they don’t actually get that value into the hands of sufficient numbers of people, they struggle financially, and this hurts them creatively too. A goodly number of these people are currently seeing their homes in foreclosure now.

The sad thing is that some of these people work very hard. But they spend too much time creating and not nearly enough time delivering. They watch people they consider hacks pull ahead of them. The hacks may not be as good on the creative side, but at least they’re getting their value into people’s hands, and on some level people are appreciating their work.

I went down that road myself. In the late 90s, I went bankrupt, even though I was working very long hours and creating a lot of potential value in the form of a computer game my company was developing. My problem was that I didn’t do a good job of getting that value delivered. I relied on publishers to do that, and for various reasons the game was never released. That resulted in years of wasted effort, aside from the valuable learning experience that is. So I know where this road leads because I traveled it.

On the other hand, if you only deliver value but don’t create it, then you’re delivering someone else’s value. This isn’t a terrible approach in the short run, but it’s a short-sighted long-term strategy if this is all you do. There’s nothing particularly special about delivering other people’s value. Anyone can do it. Anyone can sign up for affiliate programs or join an MLM program or become a reseller. If this is your primary means of generating income, your long-term outlook is weak. The better this works for you, the more it will draw competitors into your field. Eventually everyone will be working harder and harder for scraps. This happens all the time. This strategy can be especially weak during a recession, as more people turn to less expensive sources for the same value you deliver, squeezing your profit margins thinner and thinner.

Bloggers fall into this trap when they rehash other people’s content and don’t really have anything unique or compelling to say. A year later their niche is flooded with competitors doing the same thing. And hardly anyone is earning decent income from it.

The most viable long-term strategy is to create AND deliver value. You can mix and match other strategies with it, but this should be your primary method of income generation. If you get good at creating and delivering value, you can basically write your own ticket and enjoy lots of abundance.

A Choice of Mindset

I know a lot of people are dealing with financial challenges these days. Las Vegas is basically the foreclosure capital of the USA right now. I know people who’ve lost their homes. I see “bank owned” signs all over the place.

If you’re going through something like this right now, I totally empathize with you.

However, I have to point out that the pattern of what causes this is so clear, it’s getting a bit ridiculous to see it play out over and over again.

Generally speaking, people who CREATE and DELIVER value are doing just fine. In fact, I’d say most are doing better, not worse. Many of these people are seeing their incomes go up during this time.

People who don’t CREATE and DELIVER value are seeing their finances grow progressively worse. This leads many of them to panic, so they head even further away from creating and delivering value (such as by chasing lame money-making schemes), which only quickens the decline to insolvency.

I know it seems logical that if you’re seeing your finances decline, then you should focus single-mindedly on trying to make more money as quickly as possible. People fall into this trap all the time. I used to fall for it too. This is absolutely the wrong strategy though. I know that must sound counter-intuitive.

The correct strategy is that when you see your finances decline and you want to increase your income, then you need to focus on CREATING and DELIVERING more value. If you do that, then you’re doing the very thing that will generate a sustainable income increase.

What is money? Money is simply a medium for exchanging value. Money is what you receive in exchange for the value you create and deliver. If you can increase your outflow of value creation and delivery, you can increase your inflow of money received.

If, however, you try to increase the inflow of money without increasing the outflow of value, you’re trying to get something for nothing. This approach is untenable and will ultimately collapse. Please don’t waste your time on it.

I actually figured this out right around the time I was declaring bankruptcy. I was totally broke, yet I found a way to focus my energy on creating and delivering value instead of on trying to scrape together more money. Within about six months, I was back on my feet financially, and year after year my financial situation just kept getting better. I started on this path about 9 years ago, and I’ve maintained a nice positive cash flow every year since then.

I know that when you’re in a financial crunch situation, six months may seem like a long time. But it doesn’t matter if it takes you several months or several years to get in the habit of creating and delivering value. The time is going to pass anyway, and this habit will serve you well for life. Be patient and get started. It doesn’t matter what happens to the economy — if you keep creating and delivering value, you’ll do just fine.

A Record Year

Financially, 2008 was the best year ever for Erin and me. Erin had a six-figure year all on her own just from doing readings.

I expect that 2009 will be an even better year for us, regardless of what happens to the economy. How do I know? Because it’s another year we can create and deliver value, adding to what we’ve already created.

Why are we enjoying increases while others are experiencing decline?

First, it helps that we don’t have jobs. I haven’t been employed by someone in more than 16 years. Many people mistakenly assume that being jobless is the riskier route, but that’s nonsense. It’s much less risky to control your own means of creating and delivering value than to be a pawn of some larger entity. No matter how bad the economy gets, Erin and I can’t get fired or laid off. So our career paths enjoy much more stability.

Secondly, while others are tightening up and cutting costs, Erin and I focus our attention on creating and delivering more value to people. The way we go about this may seem a bit counter-intuitive at first glance.

For example, I wrote a lot about diet and health this year, such as by sharing my experiences with the raw food diet.

That may not appear to be a very sexy topic. Some people find it totally uninteresting and would prefer that I write about other things. My health articles never make it big on social bookmarking sites, so they don’t generally yield a major traffic boost either.

However, such articles can provide a lot of value to people who are interested in those topics. Many people have made significant lifestyle changes after reading those articles, improving their health and/or enjoying significant weight loss. For some people the benefits have been amazing.

So even though these articles might not seem too exciting at first glance, they make a difference in people’s lives. Obviously they don’t affect everyone equally, but that’s okay. They certainly do a lot of good. They deliver value.

Many bloggers post content with the intention of getting something, such as links, attention, or sales. I’ve done some of that too, but I generally avoid creating that style of content. Instead I remind myself to stay focused on creating and delivering value. I know that when I keep my focus on that side, the rest takes care of itself.

This is an example of such an article. I didn’t write this piece to get something from you. I don’t expect it will become a huge hit. I know that because of the length, many people won’t even bother to read it.

But I also know that for many of the people who take the time to read it, this article has the potential to create some subtle yet helpful shifts. It may give someone the extra insight needed to get moving in a new direction. Someone, somewhere will receive positive value from it.

That’s all I intend with this article. Just provide some kind of benefit to someone who could use a little encouragement in the right direction. It’s not that complicated. This sort of focus inspires me to share what I’ve learned openly and honestly, even if it runs contrary to the way most people think.

I know this approach sounds overly simplistic, but if you get this — if you really get it — then it’s really not that hard to generate plenty of income.

Turning Value Into Income

So how does one generate income from creating and delivering value? Can’t you run into a problem of creating and delivering lots of value and making no money from it?

As it turns out, making money is the easy part. If you can create and deliver value to people, the income opportunities will literally come to you. People will practically line up with ways for you to make money. I’m serious.

Here’s how this works.

If you get good at creating value, you can connect with other people who are good at delivering value. They deliver your value, such as by selling it, and they pay you a royalty, commission, or licensing fee.

For example, Hay House offered me a book deal last year, so I wrote a book called Personal Development for Smart People, and it was published in September. I received an advance for the book, and I’ll also receive ongoing royalties based on sales. I might even receive royalties from this book for the rest of my life, especially since the content is timeless. Also, writing a book has lead to other opportunities, such as paid speaking engagements. So in this case I created the value (the book), but others deliver it.

Now suppose you get good at delivering value. In this case you can generate income by plugging other people’s value into your delivery system. For example, my blog is great at delivering value. It’s a very efficient medium for that. But since I give my value away for free, it doesn’t generate income directly. However, I can generate plenty of income by promoting other people’s products that I like. Then I split the profits from sales with the publisher. I earn six figures a year just from doing that. The product publishers come to me. I get way more offers for this sort of thing than I can handle. It doesn’t require a lot of work to do this. Once you have a system for delivering value, you can plug other people’s value into it and generate lots of extra income.

If you have the means to create AND deliver strong value, you’ll have so many opportunities it will be totally ridiculous. First, you can plug the value you create into other people’s delivery systems, so you can earn ongoing royalties and such. This is easy residual income. I’m still getting checks every month for deals I entered years ago.

Secondly, you can plug other people’s creative value into your own delivery system. You pay them a royalty on the sales, or they pay you as an affiliate. Once again you generate ongoing residual income. As long as you’re selective about the products you promote, doing your best to ensure that they provide strong value, everyone is happy, and everyone wins.

Thirdly, you can plug your value into your own delivery system. Strangely, this is something I haven’t done yet with my blog, although I used to do it all the time with my computer games business. This is something I intend to explore in 2009. It simply means that I could create and sell my own products direct. Many other bloggers have already done this with great success, releasing e-books, audio programs, DVDs, etc. They create the value and sell it directly to their visitors.

A big chunk of the income I received in 2008 was from work I did in previous years. I could do no work for all of 2009 and just live off the residual income I know is coming. That’s a nice situation to be in. It’s no accident though. Years ago I decided that this is how I wanted to set up my financial life, and then I focused on creating and delivering value to make it work. There’s no reason you can’t use the same strategy. It isn’t trademarked. :)

Avoiding Distraction

Once you develop the habit of creating and delivering value, it’s pretty hard to fail. However, it’s very easy to get distracted along the way. Distraction is perhaps your biggest obstacle.

You can’t get sucked into every money-making scheme that crosses your plate. Getting sucked into a job, where you have to trade hours for dollars, is just as bad. These are dead ends you should avoid by any means.

You have to stay focused on creating and delivering value. Everything that detracts from this focus should be viewed as an expense, obstacle, or just plain evil.

This is so important, but most people just don’t get how important it is.

Getting a job is such a bad idea if you want to enjoy long-term financial abundance. The odds of success on that path are so low, it’s not even worth considering.

Seriously, you are better off being broke and homeless, so you can focus on creating and delivering value from that place. You’re much worse off if you have to waste day after day showing up to work for someone else. That won’t move you closer to financial abundance. It will only distract you further.

If I had to choose between being homeless and getting a full-time job, I’d go the homeless route. Having a job would be 10x worse. As a homeless person, I could stay hungry and focused on creating and delivering value. I might not have the means to produce much value at first, but at least I could get out there in front of people and deliver something. It would be a good start on the right path.

A job is just a monstrous distraction. In many ways it’s a modernized form of slavery.

Homelessness is a huge upgrade from traditional employment. Have you ever talked to a homeless person? Some of them find the idea of having a job insulting — it represents a loss of freedom. Sure you smell better and can get a nicer place to live, but you lose your humanity in the process. Perhaps such people realize something you don’t.

Employment is the ultimate form of destitution.

Fortunately, employment is an easy problem to fix. If you have a job, just stop showing up. The rest will take care of itself. Pretty soon you’ll feel some motivation and drive to start creating and delivering value, especially if you happen to like eating.

Genuine opportunities are based on creating and/or delivering value. If you see something that looks like a new opportunity, and it doesn’t require you to create value, and it doesn’t require you to deliver value, then it isn’t an opportunity. It’s a total waste of your time.

Is creating and delivering value harder than getting a job? I would say no, not at all. Having a job is a lot harder. With a job you still have to provide some form of value usually, but all the residual benefits you produce turn into residual income for someone else. So you’re already doing most of what needs to be done, but you aren’t enjoying any of the benefits. In the long run, you’ll probably have to work much harder if you have a job, but the bulk of the rewards will go to someone else. On the one hand, that’s generous, but on the other hand, it’s quite dumb.

I could get a job as a writer and get paid a certain amount for each word I write. But then someone else owns my work, and all the residuals from that work go to them. Alternatively, I could write articles for my own website and retain the freedom to republish them as books someday, use them to generate traffic (and thereby income), license them for various publications, use them to promote my book, etc. The correct strategy is a no-brainer really.

Trying to make money is itself a distraction. When you focus on making money, too many things will catch your eye. You’ll run around like a chicken with its head cut off, chasing down all sorts of things that look like opportunities. You’ll waste a lot of time and energy if you chase dollars.

Creating and delivering value is simpler. This focus is well-aligned with truth, love, and power.

When you create and deliver value, you can be open and honest about what you’re doing. You get to spend most of your time doing stuff you’d naturally enjoy. It’s pleasurable to hone a craft you’re passionate about, whether it be writing articles, composing music, or planting gardens. It’s much harder to do boring, non-creative work day after day. It’s also very empowering to share your value with others and to see that you’re making a positive difference in people’s lives.

Once you make a habit of creating and delivering value as your primary career focus, you won’t want to go back.

There’s More to Life Than Money

Of all the things I do as part of my “work,” making money plays only a small role. Despite having written some popular articles on the subject, I spend little time thinking about money these days.

I don’t even bother to set financial goals anymore. That seems totally pointless to me.

Sometimes months go by, and I don’t even know how much money I’m currently making. I just know there’s always plenty and that I’m earning more than I’m spending. The gap is wide enough that I don’t need to do any special budgeting or fussing with figures.

The reason this works for me is that I focus on creating and delivering value. I know that as long as I keep doing that, I don’t have to do anything special to try to make money. New opportunities just keep showing up. It’s not that difficult to maintain.

I remember when I was at a conference in 2004 where Dr. Wayne Dyer was speaking. He said that people would come up and say, “You know, Dr. Dyer. Some people say you’ve made a LOT of money.”

Dr. Dyer’s response was, “They would be right.” :)

He went on to say something along these lines: “It’s not my fault! I just keep doing what I’m doing, and there’s always plenty of abundance there.”

At the time it was hard for me to relate to this mindset. It seems a bit too unrealistic and exceptional. But still… I wondered what it would be like to live at that level, where you could just assume abundance and it would be there for you. No striving or struggling. It took a few years, but I’m finally grasping what that sort of mindset feels like.

I’d say it’s not really a complete mindset by itself though. I doubt very much that Dr. Dyer focuses a lot of attention on trying to make money. I think most of his attention is elsewhere, wrapped up in the material he writes about. And that’s exactly where it should be.

Having written about two dozen books, it’s safe to say that Dr. Dyer has internalized the concept of creating and delivering value. I have it on good authority that his books sell quite well too. (We share the same publisher.)

Incidentally, Erin and I finally had the chance to meet Dr. Dyer in October at the speakers’ dinner for the I Can Do It! Conference. We only spoke with him for a few minutes. He was very warm and friendly.

This whole abundance mindset might sound really annoying if you’re dealing with financial scarcity right now. I can totally relate. I’ve been there, and I’m sure I’d have been equally annoyed if someone said this sort of stuff to me back then. I’d have been vehement that making money was NOT easy because I tried very hard to do that and failed big at it. Ironically the real problem was that by focusing on making money, I was making a huge mistake.

The key is where you focus your attention. If you focus your attention on making money, I can virtually guarantee that you’ll have a long and difficult road ahead of you, filled with setbacks and disappointments. If money is really what you seek, good luck with that. All you’ll do is give more and more of your power away, and you’ll end up living a pretty empty and shallow life.

Another corrupt form of thinking is to focus your attention on attracting financial abundance. Law of Attraction promoters often present this as a good idea. I once thought it was a good idea too. Now I realize it’s a dead end. It will just run you in circles. The irony is that in order to enjoy real financial abundance, you want to be thinking about money as little as possible.

I know it sounds like focusing on money is the right idea. I assure you that it’s a mistake. If you need to take several years to figure that out the hard way like I did, be my guest. But you’ll be really pissed that you could have saved yourself all that trouble if you simply let these ideas sink in a bit deeper. I hope that on some level what I’m saying strikes you as common sense. But I know I’ll be getting emails five years from now from a few people who went the other route. I hope you aren’t one of them.

Try to recognize the truth that focusing on CREATING and DELIVERING value is the smarter, more sane approach to long-term financial abundance. You may start out a bit slow at first, but eventually you’ll learn how to get good at both pieces of this puzzle. Once you have both aspects working reasonably well, it’s awesome. Just plain wonderful. And it leads to a really fun and exciting life too. Lots of freedom. Lots of joy. Plenty of cash. And yet the cash doesn’t even matter.

The nice thing about having plenty of money is that you can largely ignore it. You can focus your attention on doing more important, more interesting, and more enjoyable things. The funny thing is that it’s this sort of focus that creates financial abundance in the first place. Then you come full circle and realize that you never needed money at all. You just needed the courage to go after your dreams full steam ahead, even when you were dead broke. You needed to stop hiding behind a lack of money as an excuse not to live your best life.

If I could learn and apply this lesson while going bankrupt and having less than $100 in the bank, surely you can apply it today. I learned that I could create and deliver value even when I had no money and few resources. It wasn’t the greatest value in the world mind you, but at least it was something. I focused on creating something people would like and enjoy. Then I got it into their hands and made sure they enjoyed it. Back then it was a simple computer game. Today I do pretty much the same thing with blogging. The content is different, but the overall strategy is the same.

The DELIVERING part needn’t be complicated. If you just create something and share it online, other people will spread it around if they like it.

If you’ve been putting your value out there for months and months, and you haven’t been able to generate much interest from others, that should tell you that your mistakes are on the creative side. The feedback is that people don’t care for what you’re producing. You think you’re creating value, but the world is saying, “Not good enough; we don’t need or want this.” So you need to adapt to that feedback and use it to improve. Let it encourage you to go deeper within yourself, so you can be more genuine and authentic. Become more real and less phony. Keep working at becoming a more expressive creator until people start to take notice. Then you’re golden.

What About the Economy?

Personally I think that economic recessions, including the current one, are a good thing. Recessions help to weed out the crappy companies that aren’t creating and delivering value people want. Many of those companies were doing a good job at one time, but they failed to keep pace. As our values change, our companies need to adapt. Companies that can’t do that deserve to die off, and the jobs they created should be eliminated. They’ll eventually be replaced by new companies that have a better sense of people’s current needs and desires. Company that just don’t “get it” will be replaced by companies that do.

Consider the notion of bailing out the failing U.S. auto companies by having the taxpayers fund them. Is this a good idea? It’s okay except for one small problem — it’s STUPID! It’s one of the dumbest things our political reps could possibly do with our tax dollars. An auto company bailout is definitely not in the best interests of our country, nor is it in the best interests of the auto workers themselves. It’s totally short-sighted. And FWIW I think the whole financial bailout was just as dumb.

I have family members who used to work for GM for years (not in the automobile division of the company though). If they were still working for GM today, I’d sooner see them lose their jobs and have to find new work elsewhere than encourage them to live under the illusion that their company should continue doing business as usual. As I mentioned previously, Erin and I bought a Japanese car in 2006 even though we could have gotten a great price break on a GM model with the family discount. We just didn’t like any GM cars.

During a recession some companies are going to die off. That’s a good thing. To artificially prop up the proven market losers is just dumb. Sure, it will have some rippling consequences. But those ripples are necessary. We need that sort of self-correction to prevent bigger problems down the road. We need to send a message that if you fail to create and deliver value people genuinely want, your business will ultimately fail, and no amount of political lobbying will save you. Of course we get the opposite result when too many people think that the point of life is to chase dollars, especially our politicians. Can you blame them though? Have you ever been known to fall into the same trap?

It’s better — and much more compassionate — for millions of auto workers to lose their jobs and be re-integrated back into society, where they can start doing socially useful work again instead of wasting their time doing work that simply isn’t needed anymore. If it takes years, it takes years. There are other companies that are doing a better job of providing what people want and adapting to the planet’s changing transportation needs. Giving more money to the losers is a stupid strategy.

Similarly, if you work for a company that is falling out of sync with creating and delivering value that people want, you should indeed lose your job. It’s better to retrain yourself to do more meaningful work elsewhere than to waste your time doing work that isn’t needed. Becoming obsolete is a trap that can be avoided. Even if you’re an employee, you still need to make sure you’re contributing to the creation and delivery of real value. If you fall away from that, it’s only a matter of time before you get the axe, so don’t be too surprised when it happens.

A Value-Centered Career

How do you know if you’re creating and delivering real value?

Ask yourself these questions: If you stopped doing what you do, who would care? Who would object loudly? Who would revolt?

If you’re creating and delivering genuine value, and you suddenly stop, people will notice. People will definitely care. Your contribution will be seriously missed. There will practically be rioting in the streets.

Such people may not even credit the value to you directly, especially if your contribution remains somewhat anonymous, but they’ll soon detect that something important is missing from their lives. Even if they don’t know your name, the removal of your ongoing value creation and delivery will have a definite effect.

If, however, hardly anyone cares that you stopped, that should tell you something. It means that people just didn’t value your creative output… not really. What you were doing was either unnecessary or easily replaced. You weren’t yet living as a conscious, self-actualized human being. You held back from shining as brightly as you could have.

You have a choice of whether or not you want this to be your fate. You may have been conditioned from a young age to view your life path in terms of getting a job and making money. Go ahead and live that way for a few years if you think it’s intelligent. You’ll soon see what a pointless, soulless dead-end it really is.

When you finally begin to hear that subtle inner voice screaming at you, “This is just so wrong,” realize that it’s still possible to live a life of fun, freedom, and fulfillment — and still make plenty of money and not starve. But in order to get there, you have to focus on doing what really matters. You must clear your head of all that socially conditioned nonsense and stop doing what everyone else is doing.

Start living as a conscious human being, not a mindless minion. Focus on expressing your child-like creativity on a daily basis. Stop thinking so much about making money, and focus on connecting with people and sharing your creations with them instead.

Create and deliver. Create and deliver.

The correct focus for financial abundance is so simple it’s ridiculous. You learned it in kindergarten.

You: “Hey, look at this picture I made!” (Value created)

Adult: “Wow. That’s awesome! You made my day!” :) (Value received)

My five-year-old son and eight-year-old daughter pretty much have it figured out. If they just keep doing what they naturally like to do, they’ll be able to enjoy financial abundance as adults too.

My job as a parent isn’t so much to teach them something new in this area — it’s to prevent them from being brainwashed into thinking like everyone else.

It took me about 5 hours to write and edit this 6,000-word article. I wasn’t even planning to write an article today. But I got inspired by an idea, so I sat down and wrote the whole thing in a single sitting.

My investment of time and energy on the creative side was fixed. But this article will keep delivering value to people for many years to come. That’s a good investment then, isn’t it?

It doesn’t matter whether or not this article generates income for me. I don’t think about it like that. I just know that if I keep creating and delivering value, I’ll continue to enjoy financial abundance, and I’ll feel really good too. Money is basically a non-entity. It doesn’t motivate action, nor does it serve as a reward. It’s just something that recedes into the background while real life is unfolding.

I’d love for you to be able to enjoy similar benefits if this is something that appeals to you. It all starts with the choice of where you focus your attention. The more you pursue your own creative self-expression, the less you’ll have to fuss over money.

The irony is that this is probably what you tell yourself you’ll do when you finally have enough money, but that sort of thinking is a trap that will only keep you stuck. The way you would live if/when you’re enjoying financial abundance, start living that way now, for that’s the very strategy that will produce the abundance you seek. And when you begin to experience financial abundance, you’ll realize that you never needed it to begin with. You just needed the courage to start expressing the real you under the conditions you find yourself in this very moment.

This article has taken so many twists and turns, I think I’ve left the original title far behind by now. But somehow I think it still fits. :)

10 Stupid Mistakes Made by the Newly Self-Employed

Having been a non-employee for about 14 years now, I’ve made my share of stupid business mistakes. I’ve also coached a number of people to start their own businesses, and I’ve seen many of them make similar mistakes. This advice is geared towards small business owners, particularly people who are just starting (or about to start) their own business.

1. Selling to the wrong people.

While sales are important to the survival of any business, you don’t need to push your business on everyone you meet, including friends and family. Furthermore, it’s a waste of time to try selling to people who simply don’t need what you’re offering.

Selling to the wrong people includes trying to sell to everyone. Some customers are much easier to sell to than others. For example, my wife does web consulting for small businesses, and she’s learned that some clients are much harder to work with than others. If a potential customer is broke and obsessively worried about every nickel they spend, if they want a web site but don’t know why, or if they simply don’t understand the Internet well enough, they won’t be a good client in the long run. Feel free to say no to customers that are more trouble than they’re worth. Let your competitors sell to them instead. You’ll save yourself many headaches, and you’ll free up more time to focus on serving the best customers.

Just because someone is interested in doing business with you doesn’t mean you should accept. In my first year in business, I probably said yes to at least 50% of the people who approached me with a potential business relationship. I wasted a lot of time pursuing deals that were too much of a stretch to begin with. I accepted lunch invitations from random business people who just wanted to “see if there’s a way we could do something together.” Virtually none of them made me a dime. If you think a meeting is pointless, it probably is. Don’t network with random people just because you think you’re supposed to network. Today I accept such invitations less than 1/10 as often. If an offer doesn’t excite me right away, I usually decline or ignore it. Most relationships simply aren’t worth pursuing. Learn to say no to the weak opportunities so you have the capacity to say yes to the golden opportunities.

2. Spending too much money.

Until you have a steady cashflow coming in, don’t spend your precious start-up cash unless it’s absolutely necessary. I started my computer games business with about $20,000 cash (my own money), and it went fast; shortly thereafter I was using debt to finance the business. Unfortunately, the original business model didn’t work, and it took five years before the business was generating a positive cashflow. I soon learned that every dollar invested in the business was another dollar that eventually had to be recouped from sales.

In 2004 I started this personal development business with only $9 cash even though I could have spent much more on it. No fancy logo, no snazzy web design, no business cards or stationary. I paid to register the domain name, and that was it. That’s as much as I was willing to spend before I started generating a positive cashflow. All other business expenditures came out of that cashflow.

Your business should put cash into your pocket, so before you “invest” money into it, be clear on how you’re going to pull that cash back out again.

Obviously some businesses require lots of cash to start, but in the age of the Internet business, you can very easily start a lucrative business for pocket change.

3. Spending too little money.

It’s also a mistake to be too stingy with your cash. Don’t let frugality get in the way of efficiency. Take advantage of skilled contractors who can do certain tasks more efficiently than you can. Buy decent equipment when it’s clear you’ll get your money’s worth. You don’t have to overspend on fancy furniture, but get functional furniture that helps you be more productive. Don’t use an antiquated computer with outdated software that slows you down if you can afford something better.

It takes time to develop the wisdom to know when you’re being too tight or too loose with your cash, so if you’re just starting out, get a second opinion. Often the very thought of getting a second opinion makes the correct choice clear. If you can’t justify the expenditure to someone you respect, it’s probably a mistake. On the other hand, there are situations where it’s hard to justify not spending the cash.

4. Putting on a fake front.

Many one-person businesses refer to themselves as “we.” That’s something a lot of new entrepreneurs do, but it isn’t necessary. There’s nothing wrong with a one-person business, especially today. My games business has mostly been a we over the years, but my personal development business is still an I. My wife’s VegFamily Magazine business is a we, since she has a staff working for her, but her web consulting business is an I. It’s perfectly OK to refer to your business as an I when you’re the only one working in it. Pretending that you’re a we when you’re really an I is a bit silly. It’s not going to gain you any respect in a way that matters. Promoting yourself as an I may even be an advantage today, since people will know the buck stops with you, and if you make a promise, you’re the one who will carry it out. Promises from a we sometimes aren’t worth very much.

If you’re a newly self-employed person, don’t pretend you’re anything else. Price your products and services fairly for your level of skills and talents. Some newly self-employed people think they must become actors. The business they promote to the world is pure fantasy. Trying to fool your customers in this manner will only backfire. If you’re so desperate for business that you need to lie, you shouldn’t be starting your own business. If you can’t provide real value and charge fairly for it, don’t play the game of business. Develop your skills a bit more first.

5. Assuming a signed contract will be honored.

I’ve made this mistake more than I care to admit. I’ve had signed contracts with supposedly reputable corporations, and they weren’t worth squat when the CEO decided he wanted out of the deal, even for completely dishonorable reasons. Sure I was in the right, but did I want to go to court to enforce it? No, I’d rather continue doing meaningful work.

A signed contract is just a piece of paper. What’s behind a signed contract is a relationship. If the relationship goes sour, the contract won’t save you. The purpose of a contract is to clearly define everyone’s roles and commitments. But it’s the relationship, not the paper, that ultimately enforces those commitments. When I understood this, I focused more on relationships and worried less about what was on paper, and my business deals went much more smoothly. Once you start falling back on the paper, the deal is already in trouble. Creative (and lucrative) business deals almost always stray from the paper contracts that represent them. One of my attorneys, who had worked on dozens of game development deals, told me that no deal he worked on ever followed the contract exactly; most weren’t even close. And these were big money deals in many cases. Business relationships are similar to other personal relationships — they twist and turn all over the place.

Written contracts are still necessary, especially when dealing with larger corporations where people come and go, but they’re secondary to relationships. Just don’t make the mistake of assuming that the contract is the deal. The contract is only the deal’s shadow. The real deal is the relationship. Keep your business relationships in good order, and you won’t have to worry so much about what’s on paper.

It’s sad but true that there are loads of scoundrels in business. Many of them hold titles like CEO, President, and CFO. There are indeed people out there who seem to care about nothing but money, and they will lie, cheat, and steal to get it. In recent years some of the more despicable ones have gotten themselves indicted (or are already behind bars). But there are plenty of others to whom the word honor has no meaning. For example, in the computer gaming industry, it isn’t unusual for large publishers to feign interest in certain games and string the developers along. They give the developer every indication that a deal is pending, but all the developer sees are delays and false verbal promises. In reality the publisher only wants to keep the game off the market to keep it from competing with one of their own titles; they hope to cause the developer to miss the next Christmas season or to run out of cash and cancel the title altogether. It happens. Business, especially the entertainment industry, is not for the timid.

6. Going against your intuition.

Intuition is just as important in business as it is in other settings. You’d be amazed at how many gigantic corporate deals are green-lighted or red-lighted because of some CEO’s gut feeling. While you might think that logic is the language of business, that’s far from reality. If you base all your business deals on hard logic and ignore your intuition, most likely you’ll be in for a world of hurt.

We humans aren’t very logical to begin with. We simply don’t have enough data to make truly logical decisions because business deals depend on human beings, and we don’t have a logical system for accurately predicting human behavior. Not being able to predict how other humans will behave is a pretty big gap in our logic. And intuition has to fill that gap. The real performance of human beings is what makes or breaks business deals. But to assume everyone will perform as expected is unrealistic in the extreme. No deal ever goes perfectly.

It’s hard to say no to a deal that seems juicy by the numbers when my gut is saying, “You’ll regret it,” but more often than not, I later see evidence my intuition was right all along. Sometimes I just get a bad read on someone, and then years later, several people I know are complaining about being ripped off by that person.

Intuition is a critical part of the decision-making process in business. Since business deals depend on relationships, you need to get a read on the other people involved in any deal you consider. If you get a bad read, walk away. If you get a good read, proceed with caution.

7. Being too formal.

I’ll say it again. Business is built on relationships. In some settings a certain degree of formality is appropriate, but in most business situations being too formal only gets in the way. Business relationships work best when there’s a decent human-to-human connection behind them.

I think it’s a mistake to be too formal even when looking to establish new business relationships. If someone mails me a letter that starts with “Dear Mr. Pavlina” and then goes on to explain a long-winded business proposal, I’ll usually just trash it, especially if it uses the word “we” a lot. Better to fire off an email with a “Hi Steve,” and just ask me very informally if I’m interested in the kind of arrangement you’re seeking. It saves time and opens the door to a real human relationship. Human beings don’t want to build relationships with faceless corporations. They only want relationships with other human beings… sometimes animals too I suppose.

Treat your business relationships like friendships (or potential friendships). Formality puts up walls, and walls don’t foster good business relationships. No one is loyal to a wall… except the one in China.

Formality is boring and tedious. People want to enjoy their work. If someone address me like a computer, I’ll respond in kind — by hitting delete. But if someone demonstrates they have a real personality and a good sense of humor, a connection is far more likely.

8. Sacrificing your personality quirks.

In the early years of running my games business, I took myself too seriously and assumed that I had to act “businesslike” … whatever that meant. Being self-employed was a weighty responsibility, and other people were counting on me. Sink or swim, right?

I started my games business in my early 20s, and people in their early 20s are invariably weird. But I assumed that as a business owner, being weird wasn’t appropriate or acceptable. So most of my business letters and emails looked like they were written by the same people who created Microsoft’s EULAs. The job title of “President” really went to my head. I learned how to function without a personality.

It took a number of years, but eventually I became comfortable just being myself, especially after my games business became profitable. Now that I’m a blogger, my personality quirks and unusual experiences are strengths. My personal oddities give this blog a unique flavor. If I were to take myself too seriously and write more formally, this blog would be very dull and would likely lose much of its audience.

It’s perfectly OK to be your own weird self and to inject your own unique spirit into your business, especially if you’re in your teens or 20s. Don’t be afraid to be more like Steve Jobs… and less like Steve Ballmer. Don’t pretend to be something you’re not. Ultimately you’ll enjoy your work much more if you attract the kinds of customers and partners that want to work with you for who you are — warts and all. Send the people who only want to work with androids to your corporate competitors. They deserve each other. :)

If other people can’t handle your weirdness, too bad for them. Focus your energy on the people who can.

9. Failing to focus on value creation.

It’s easy to fall into the trap of thinking that the purpose of a business is to make money. But the real purpose of a business is to create value. While it’s possible to make money in the short run without creating much value, in the long run it’s unsustainable. Even criminal organizations have to create value for someone. When you know your business is just sucking value away from others without providing anything in return, it will erode your self-esteem, and the business won’t be much fun to run.

Why does your business exist? It exists to provide some sort of value, both for you and your customers. The better you understand what value you’re trying to provide, the better you’ll be able to focus. The basic value provided by my games business was cerebral entertainment. The basic value provided by StevePavlina.com is personal growth. Too often business owners aren’t clear on what value they’re trying to provide. They just sell stuff and hope for the best. That’s a lousy business model. The world doesn’t need more selling or more stuff. But it always needs and wants genuine value creation, and that’s where you should direct your efforts.

Presently this web site contains over 400 free articles. That’s a lot of value creation. Thousands of people visit each day to receive some of that value. Helping people grow is the business’ primary aim.

10. Failing to optimize.

Although value creation is essential to a sustainable business, it’s equally naive to assume you can simply focus on creating value, and the rest will take care of itself. You may build a business that provides good value but loses money. As a business owner, you need to find a way to deliver your value in a cost effective manner. Most likely your first attempt will be very suboptimal. You’ll waste too much time, money, and resources trying to produce and deliver your value. That’s OK though. Many businesses start out that way. Just don’t let yours stay that way.

Once you have a particular business process in place, pull it apart and re-optimize it from time to time. Look for ways to make it more efficient. Can you get it done in less time? At less cost? Can you do it less frequently? Can you outsource it? Can you dump the process altogether?

I used to process credit orders for my games business manually. I started the business in 1994, and when I’d receive an order through the mail or via my web site, I’d use some software to input and run the orders by modem. At the end of each month, I’d manually tally the sales. That worked fine when sales were low, but it became burdensome as more products were released and sales increased. Several years ago I upgraded the process such that online orders were fully automated, including instant delivery of the game download. All orders are recorded in a database, and I can view real-time reports to see how sales are doing for each product. It took some work to set this up, but it was well worth it. That one optimization saved me a lot of time and effort, and I don’t have to pay high fees for a third-party order processing service.

Don’t fall into the trap of using archaic methods for doing routine tasks that could be automated, including inventory management, billing, accounting, order processing, communications, and marketing. If you find yourself doing the same repetitive tasks month after month, make sure you put some effort into optimizing them. Not optimizing is like throwing time and money down the drain. It’s often much easier to save time and money than it is to create them.

An Internet business has abundant opportunities for optimization because it’s so easy to try new things and measure the results. In the first year after launching this site, I experimented quite a bit with Google Adsense. Many people don’t like the ad layout on this site, but it’s the most effective layout I’ve tried so far. I use it because it works. Adding the donations page was another optimization. Some people click ads, some people donate, and some do both. So even though value creation is the primary aim of the business, this is still a for-profit business and needs to generate income in order to be sustainable. If I don’t eat, I don’t write. More money means more resources for ongoing value creation. So value creation and optimization go hand-in-hand.

It takes significant effort to build a successful business, but it’s also a tremendous growth experience. I know many people who have quit their jobs to run their own businesses. Many of them didn’t do as well as they’d hoped, but I don’t know any that regretted taking the plunge. There’s simply no substitute for holding the reins of your own destiny.

How to Improve Your Financial Situation

We all have big financial decisions to make during our lives. Buying a house, making pension plans and looking after our families all require a more in-depth knowledge of our financial situation than everyday living tends to provide.

Whether your job brings in $20,000 a year or $200,000 a year, it’s important to know where your money is going – both in the short term and in the long term. Everyone is different – we all have different needs and requirements, and recognising them is the first step towards a brighter financial future.

It’s easy to get so caught up in the day to day bustle of life that you lose track of where your money is going. But when this results in not having the right financial products in place to look after both your current and future needs, you could be losing out in a big way.

But don’t panic. The first step towards creating a better financial future is to educate yourself as to what your situation is at present. Knowing where your money is going now can help you to plug any financial drains on your income, as well as funnelling more cash into those areas that are in desperate need of attention.

Financial planning needn’t be difficult. It’s simply a process of highlighting your needs and accommodating them. You can take on the first few steps on your own; after that you may well benefit from enlisting the help of a financial adviser.

Start by writing down in full your net income each month – that’s the amount you actually bring home. Make a note of any bonuses or commissions separately as these aren’t guaranteed. Next, make a list of all your current outgoings. This will include mortgage payments, insurances, pension payments and all your other regular outgoings such as gas and electricity payments. You should also make a note of any outstanding debts you have in addition to your mortgage.

This exercise will help you to understand where your money is going – not to mention how much you tend to have left at the end of the month. It will also highlight how much money you have channelled into investments for your future. A financial adviser will be able to advise you on planning for the long term as well as your immediate needs.

Many people find it difficult to plan for the future. Retirement seems to be such a long way off that it isn't worth worrying about just yet. But as with most monetary investments, the sooner you start paying into them, the better the return you will eventually get.

So, if you want to be secure and free of financial worries for your whole life, the best time to start being pro-active with your finances is now.

What Is Money?

Everyone uses money. We all want it, work for it and think about it. If you don't know what money is, you are not like most humans. However, the task of defining what money is, where it comes from and what it's worth belongs to those who dedicate themselves to the discipline of economics. While the creation and growth of money seems somewhat intangible, money is the way we get the things we need and want. Here we look at the multifaceted characteristics of money.

What Is Money?
Before the development of a medium of exchange, people would barter to obtain the goods and services they needed. This is basically how it worked: two individuals each possessing a commodity the other wanted or needed would enter into an agreement to trade their goods.

This early form of barter, however, does not provide the transferability and divisibility that makes trading efficient. For instance, if you have cows but need bananas, you must find someone who not only has bananas but also the desire for meat. What if you find someone who has the need for meat but no bananas and can only offer you bunnies? To get your meat, he or she must find someone who has bananas and wants bunnies ...

The lack of transferability of bartering for goods, as you can see, is tiring, confusing and inefficient. But that is not where the problems end: even if you find someone with whom to trade meat for bananas, you may not think a bunch of them is worth a whole cow. You would then have to devise a way to divide your cow (a messy business) and determine how many bananas you are willing to take for certain parts of your cow.

To solve these problems came commodity money, which is a kind of currency based on the value of an underlying commodity. Colonialists, for example, used beaver pelts and dried corn as currency for transactions. These kinds of commodities were chosen for a number of reasons. They were widely desired and therefore valuable, but they were also durable, portable and easily stored.

Another example of commodity money is the U.S. currency before 1971, which was backed by gold. Foreign governments were able to take their U.S. currency and exchange it for gold with the U.S. Federal Reserve. If we think about this relationship between money and gold, we can gain some insight into how money gains its value: like the beaver pelts and dried corn, gold is valuable purely because people want it.

It is not necessarily useful - after all, you can't eat it, and it won't keep you warm at night, but the majority of people think it is beautiful, and they know others think it is beautiful. Gold is something you can safely believe is valuable. Before 1971, gold therefore served as a physical token of what is valuable based on people's perception.

Impressions Create Everything
The second type of money is fiat money, which does away with the need to represent a physical commodity and takes on its worth the same way gold did: by means of people's perception and faith. Fiat money was introduced because gold is a scarce resource and economies growing quickly couldn't always mine enough gold to back their money requirement. For a booming economy, the need for gold to give money value is extremely inefficient, especially when, as we already established, value is really created through people's perception.

Fiat money, then becomes the token of people's apprehension of worth - the basis for why money is created. An economy that is growing is apparently doing a good job of producing other things that are valuable to itself and to other economies. Generally, the stronger the economy, the stronger its money will be perceived (and sought after) and vice versa. But, remember, this perception, although abstract, must somehow be backed by how well the economy can produce concrete things and services that people want.

That is why simply printing new money will not create wealth for a country. Money is created by a kind of a perpetual interaction between concrete things, our intangible desire for them, and our abstract faith in what has value: money is valuable because we want it, but we want it only because it can get us a desired product or service.

How Is It Measured?
Sure, money is the $10 bill you lent to your friend the other day and don't expect back anytime soon. But exactly how much money is out there and what forms does it take? Economists and investors ask this question everyday to see whether there is inflation or deflation. To make money more discernible for measurement purposes, they have separated it into three categories:

M1 – This category of money includes all physical denominations of coins and currency, demand deposits, which are checking accounts and NOW accounts, and travelers' checks. This category of money is the narrowest of the three and can be better visualized as the money used to make payments.

M2 – With broader criteria, this category adds all the money found in M1 to all time-related deposits, savings deposits, and non-institutional money-market funds. This category represents money that can be readily transferred into cash.

M3 – The broadest class of money, M3 combines all money found in the M2 definition and adds to it all large time deposits, institutional money-market funds, short-term repurchase agreements, along with other larger liquid assets.

By adding these three categories together, we arrive at a country's money supply, or total amount of money within an economy.

How Money Is Created

Now that we've discussed why and how money, a representation of perceived value, is created in the economy, we need to touch on how the central bank (the Federal Reserve in the U.S.) can manipulate the money supply.


Among other things, a central bank has the ability to influence the level of a country's money supply . Let's look at a simplified example of how this is done. If it wants to increase the amount of money in circulation, the central bank can, of course, simply print it, but as we learned, the physical bills are only a small part of the money supply.

Another way for the central bank to increase the money supply is to buy government fixed-income securities in the market. When the central bank buys these government securities, it puts money in the hands of the public. How does a central bank such as the Federal Reserve pay for this? As strange as it sounds, they simply create the money out of thin air and transfer it to those people selling the securities! To shrink the money supply, the central bank does the opposite and sells government securities. The money with which the buyer pays the central bank is essentially taken out of circulation. Keep in mind that we are generalizing in this example to keep things simple. (For more information, see the Federal (the Fed) Reserve Tutorial.)

Conclusion
Remember, as long as people have faith in the currency, a central bank can issue more of it. But if the Fed issues too much money, the value will go down, as with anything that has a higher supply than demand. So even though technically it can create money "out of thin air," the central bank cannot simply print money as it wants.

How To Make Wealth

If you wanted to get rich, how would you do it? I think your best bet would be to start or join a startup. That's been a reliable way to get rich for hundreds of years. The word "startup" dates from the 1960s, but what happens in one is very similar to the venture-backed trading voyages of the Middle Ages.

Startups usually involve technology, so much so that the phrase "high-tech startup" is almost redundant. A startup is a small company that takes on a hard technical problem.

Lots of people get rich knowing nothing more than that. You don't have to know physics to be a good pitcher. But I think it could give you an edge to understand the underlying principles. Why do startups have to be small? Will a startup inevitably stop being a startup as it grows larger? And why do they so often work on developing new technology? Why are there so many startups selling new drugs or computer software, and none selling corn oil or laundry detergent?

The Proposition

Economically, you can think of a startup as a way to compress your whole working life into a few years. Instead of working at a low intensity for forty years, you work as hard as you possibly can for four. This pays especially well in technology, where you earn a premium for working fast.

Here is a brief sketch of the economic proposition. If you're a good hacker in your mid twenties, you can get a job paying about $80,000 per year. So on average such a hacker must be able to do at least $80,000 worth of work per year for the company just to break even. You could probably work twice as many hours as a corporate employee, and if you focus you can probably get three times as much done in an hour. You should get another multiple of two, at least, by eliminating the drag of the pointy-haired middle manager who would be your boss in a big company. Then there is one more multiple: how much smarter are you than your job description expects you to be? Suppose another multiple of three. Combine all these multipliers, and I'm claiming you could be 36 times more productive than you're expected to be in a random corporate job. If a fairly good hacker is worth $80,000 a year at a big company, then a smart hacker working very hard without any corporate bullshit to slow him down should be able to do work worth about $3 million a year.

Like all back-of-the-envelope calculations, this one has a lot of wiggle room. I wouldn't try to defend the actual numbers. But I stand by the structure of the calculation. I'm not claiming the multiplier is precisely 36, but it is certainly more than 10, and probably rarely as high as 100.

If $3 million a year seems high, remember that we're talking about the limit case: the case where you not only have zero leisure time but indeed work so hard that you endanger your health.

Startups are not magic. They don't change the laws of wealth creation. They just represent a point at the far end of the curve. There is a conservation law at work here: if you want to make a million dollars, you have to endure a million dollars' worth of pain. For example, one way to make a million dollars would be to work for the Post Office your whole life, and save every penny of your salary. Imagine the stress of working for the Post Office for fifty years. In a startup you compress all this stress into three or four years. You do tend to get a certain bulk discount if you buy the economy-size pain, but you can't evade the fundamental conservation law. If starting a startup were easy, everyone would do it.

Millions, not Billions

If $3 million a year seems high to some people, it will seem low to others. Three million? How do I get to be a billionaire, like Bill Gates?

So let's get Bill Gates out of the way right now. It's not a good idea to use famous rich people as examples, because the press only write about the very richest, and these tend to be outliers. Bill Gates is a smart, determined, and hardworking man, but you need more than that to make as much money as he has. You also need to be very lucky.

There is a large random factor in the success of any company. So the guys you end up reading about in the papers are the ones who are very smart, totally dedicated, and win the lottery. Certainly Bill is smart and dedicated, but Microsoft also happens to have been the beneficiary of one of the most spectacular blunders in the history of business: the licensing deal for DOS. No doubt Bill did everything he could to steer IBM into making that blunder, and he has done an excellent job of exploiting it, but if there had been one person with a brain on IBM's side, Microsoft's future would have been very different. Microsoft at that stage had little leverage over IBM. They were effectively a component supplier. If IBM had required an exclusive license, as they should have, Microsoft would still have signed the deal. It would still have meant a lot of money for them, and IBM could easily have gotten an operating system elsewhere.

Instead IBM ended up using all its power in the market to give Microsoft control of the PC standard. From that point, all Microsoft had to do was execute. They never had to bet the company on a bold decision. All they had to do was play hardball with licensees and copy more innovative products reasonably promptly.

If IBM hadn't made this mistake, Microsoft would still have been a successful company, but it could not have grown so big so fast. Bill Gates would be rich, but he'd be somewhere near the bottom of the Forbes 400 with the other guys his age.

There are a lot of ways to get rich, and this essay is about only one of them. This essay is about how to make money by creating wealth and getting paid for it. There are plenty of other ways to get money, including chance, speculation, marriage, inheritance, theft, extortion, fraud, monopoly, graft, lobbying, counterfeiting, and prospecting. Most of the greatest fortunes have probably involved several of these.

The advantage of creating wealth, as a way to get rich, is not just that it's more legitimate (many of the other methods are now illegal) but that it's more straightforward. You just have to do something people want.

Money Is Not Wealth

If you want to create wealth, it will help to understand what it is. Wealth is not the same thing as money. Wealth is as old as human history. Far older, in fact; ants have wealth. Money is a comparatively recent invention.

Wealth is the fundamental thing. Wealth is stuff we want: food, clothes, houses, cars, gadgets, travel to interesting places, and so on. You can have wealth without having money. If you had a magic machine that could on command make you a car or cook you dinner or do your laundry, or do anything else you wanted, you wouldn't need money. Whereas if you were in the middle of Antarctica, where there is nothing to buy, it wouldn't matter how much money you had.

Wealth is what you want, not money. But if wealth is the important thing, why does everyone talk about making money? It is a kind of shorthand: money is a way of moving wealth, and in practice they are usually interchangeable. But they are not the same thing, and unless you plan to get rich by counterfeiting, talking about making money can make it harder to understand how to make money.

Money is a side effect of specialization. In a specialized society, most of the things you need, you can't make for yourself. If you want a potato or a pencil or a place to live, you have to get it from someone else.

How do you get the person who grows the potatoes to give you some? By giving him something he wants in return. But you can't get very far by trading things directly with the people who need them. If you make violins, and none of the local farmers wants one, how will you eat?

The solution societies find, as they get more specialized, is to make the trade into a two-step process. Instead of trading violins directly for potatoes, you trade violins for, say, silver, which you can then trade again for anything else you need. The intermediate stuff-- the medium of exchange-- can be anything that's rare and portable. Historically metals have been the most common, but recently we've been using a medium of exchange, called the dollar, that doesn't physically exist. It works as a medium of exchange, however, because its rarity is guaranteed by the U.S. Government.

The advantage of a medium of exchange is that it makes trade work. The disadvantage is that it tends to obscure what trade really means. People think that what a business does is make money. But money is just the intermediate stage-- just a shorthand-- for whatever people want. What most businesses really do is make wealth. They do something people want.

The Pie Fallacy

A surprising number of people retain from childhood the idea that there is a fixed amount of wealth in the world. There is, in any normal family, a fixed amount of money at any moment. But that's not the same thing.

When wealth is talked about in this context, it is often described as a pie. "You can't make the pie larger," say politicians. When you're talking about the amount of money in one family's bank account, or the amount available to a government from one year's tax revenue, this is true. If one person gets more, someone else has to get less.

I can remember believing, as a child, that if a few rich people had all the money, it left less for everyone else. Many people seem to continue to believe something like this well into adulthood. This fallacy is usually there in the background when you hear someone talking about how x percent of the population have y percent of the wealth. If you plan to start a startup, then whether you realize it or not, you're planning to disprove the Pie Fallacy.

What leads people astray here is the abstraction of money. Money is not wealth. It's just something we use to move wealth around. So although there may be, in certain specific moments (like your family, this month) a fixed amount of money available to trade with other people for things you want, there is not a fixed amount of wealth in the world. You can make more wealth. Wealth has been getting created and destroyed (but on balance, created) for all of human history.

Suppose you own a beat-up old car. Instead of sitting on your butt next summer, you could spend the time restoring your car to pristine condition. In doing so you create wealth. The world is-- and you specifically are-- one pristine old car the richer. And not just in some metaphorical way. If you sell your car, you'll get more for it.

In restoring your old car you have made yourself richer. You haven't made anyone else poorer. So there is obviously not a fixed pie. And in fact, when you look at it this way, you wonder why anyone would think there was.

Kids know, without knowing they know, that they can create wealth. If you need to give someone a present and don't have any money, you make one. But kids are so bad at making things that they consider home-made presents to be a distinct, inferior, sort of thing to store-bought ones-- a mere expression of the proverbial thought that counts. And indeed, the lumpy ashtrays we made for our parents did not have much of a resale market.

Craftsmen

The people most likely to grasp that wealth can be created are the ones who are good at making things, the craftsmen. Their hand-made objects become store-bought ones. But with the rise of industrialization there are fewer and fewer craftsmen. One of the biggest remaining groups is computer programmers.

A programmer can sit down in front of a computer and create wealth. A good piece of software is, in itself, a valuable thing. There is no manufacturing to confuse the issue. Those characters you type are a complete, finished product. If someone sat down and wrote a web browser that didn't suck (a fine idea, by the way), the world would be that much richer.

Everyone in a company works together to create wealth, in the sense of making more things people want. Many of the employees (e.g. the people in the mailroom or the personnel department) work at one remove from the actual making of stuff. Not the programmers. They literally think the product, one line at a time. And so it's clearer to programmers that wealth is something that's made, rather than being distributed, like slices of a pie, by some imaginary Daddy.

It's also obvious to programmers that there are huge variations in the rate at which wealth is created. At Viaweb we had one programmer who was a sort of monster of productivity. I remember watching what he did one long day and estimating that he had added several hundred thousand dollars to the market value of the company. A great programmer, on a roll, could create a million dollars worth of wealth in a couple weeks. A mediocre programmer over the same period will generate zero or even negative wealth (e.g. by introducing bugs).

This is why so many of the best programmers are libertarians. In our world, you sink or swim, and there are no excuses. When those far removed from the creation of wealth-- undergraduates, reporters, politicians-- hear that the richest 5% of the people have half the total wealth, they tend to think injustice! An experienced programmer would be more likely to think is that all? The top 5% of programmers probably write 99% of the good software.

Wealth can be created without being sold. Scientists, till recently at least, effectively donated the wealth they created. We are all richer for knowing about penicillin, because we're less likely to die from infections. Wealth is whatever people want, and not dying is certainly something we want. Hackers often donate their work by writing open source software that anyone can use for free. I am much the richer for the operating system FreeBSD, which I'm running on the computer I'm using now, and so is Yahoo, which runs it on all their servers.

What a Job Is

In industrialized countries, people belong to one institution or another at least until their twenties. After all those years you get used to the idea of belonging to a group of people who all get up in the morning, go to some set of buildings, and do things that they do not, ordinarily, enjoy doing. Belonging to such a group becomes part of your identity: name, age, role, institution. If you have to introduce yourself, or someone else describes you, it will be as something like, John Smith, age 10, a student at such and such elementary school, or John Smith, age 20, a student at such and such college.

When John Smith finishes school he is expected to get a job. And what getting a job seems to mean is joining another institution. Superficially it's a lot like college. You pick the companies you want to work for and apply to join them. If one likes you, you become a member of this new group. You get up in the morning and go to a new set of buildings, and do things that you do not, ordinarily, enjoy doing. There are a few differences: life is not as much fun, and you get paid, instead of paying, as you did in college. But the similarities feel greater than the differences. John Smith is now John Smith, 22, a software developer at such and such corporation.

In fact John Smith's life has changed more than he realizes. Socially, a company looks much like college, but the deeper you go into the underlying reality, the more different it gets.

What a company does, and has to do if it wants to continue to exist, is earn money. And the way most companies make money is by creating wealth. Companies can be so specialized that this similarity is concealed, but it is not only manufacturing companies that create wealth. A big component of wealth is location. Remember that magic machine that could make you cars and cook you dinner and so on? It would not be so useful if it delivered your dinner to a random location in central Asia. If wealth means what people want, companies that move things also create wealth. Ditto for many other kinds of companies that don't make anything physical. Nearly all companies exist to do something people want.

And that's what you do, as well, when you go to work for a company. But here there is another layer that tends to obscure the underlying reality. In a company, the work you do is averaged together with a lot of other people's. You may not even be aware you're doing something people want. Your contribution may be indirect. But the company as a whole must be giving people something they want, or they won't make any money. And if they are paying you x dollars a year, then on average you must be contributing at least x dollars a year worth of work, or the company will be spending more than it makes, and will go out of business.

Someone graduating from college thinks, and is told, that he needs to get a job, as if the important thing were becoming a member of an institution. A more direct way to put it would be: you need to start doing something people want. You don't need to join a company to do that. All a company is is a group of people working together to do something people want. It's doing something people want that matters, not joining the group.

For most people the best plan probably is to go to work for some existing company. But it is a good idea to understand what's happening when you do this. A job means doing something people want, averaged together with everyone else in that company.

Working Harder

That averaging gets to be a problem. I think the single biggest problem afflicting large companies is the difficulty of assigning a value to each person's work. For the most part they punt. In a big company you get paid a fairly predictable salary for working fairly hard. You're expected not to be obviously incompetent or lazy, but you're not expected to devote your whole life to your work.

It turns out, though, that there are economies of scale in how much of your life you devote to your work. In the right kind of business, someone who really devoted himself to work could generate ten or even a hundred times as much wealth as an average employee. A programmer, for example, instead of chugging along maintaining and updating an existing piece of software, could write a whole new piece of software, and with it create a new source of revenue.

Companies are not set up to reward people who want to do this. You can't go to your boss and say, I'd like to start working ten times as hard, so will you please pay me ten times as much? For one thing, the official fiction is that you are already working as hard as you can. But a more serious problem is that the company has no way of measuring the value of your work.

Salesmen are an exception. It's easy to measure how much revenue they generate, and they're usually paid a percentage of it. If a salesman wants to work harder, he can just start doing it, and he will automatically get paid proportionally more.

There is one other job besides sales where big companies can hire first-rate people: in the top management jobs. And for the same reason: their performance can be measured. The top managers are held responsible for the performance of the entire company. Because an ordinary employee's performance can't usually be measured, he is not expected to do more than put in a solid effort. Whereas top management, like salespeople, have to actually come up with the numbers. The CEO of a company that tanks cannot plead that he put in a solid effort. If the company does badly, he's done badly.

A company that could pay all its employees so straightforwardly would be enormously successful. Many employees would work harder if they could get paid for it. More importantly, such a company would attract people who wanted to work especially hard. It would crush its competitors.

Unfortunately, companies can't pay everyone like salesmen. Salesmen work alone. Most employees' work is tangled together. Suppose a company makes some kind of consumer gadget. The engineers build a reliable gadget with all kinds of new features; the industrial designers design a beautiful case for it; and then the marketing people convince everyone that it's something they've got to have. How do you know how much of the gadget's sales are due to each group's efforts? Or, for that matter, how much is due to the creators of past gadgets that gave the company a reputation for quality? There's no way to untangle all their contributions. Even if you could read the minds of the consumers, you'd find these factors were all blurred together.

If you want to go faster, it's a problem to have your work tangled together with a large number of other people's. In a large group, your performance is not separately measurable-- and the rest of the group slows you down.

Measurement and Leverage

To get rich you need to get yourself in a situation with two things, measurement and leverage. You need to be in a position where your performance can be measured, or there is no way to get paid more by doing more. And you have to have leverage, in the sense that the decisions you make have a big effect.

Measurement alone is not enough. An example of a job with measurement but not leverage is doing piecework in a sweatshop. Your performance is measured and you get paid accordingly, but you have no scope for decisions. The only decision you get to make is how fast you work, and that can probably only increase your earnings by a factor of two or three.

An example of a job with both measurement and leverage would be lead actor in a movie. Your performance can be measured in the gross of the movie. And you have leverage in the sense that your performance can make or break it.

CEOs also have both measurement and leverage. They're measured, in that the performance of the company is their performance. And they have leverage in that their decisions set the whole company moving in one direction or another.

I think everyone who gets rich by their own efforts will be found to be in a situation with measurement and leverage. Everyone I can think of does: CEOs, movie stars, hedge fund managers, professional athletes. A good hint to the presence of leverage is the possibility of failure. Upside must be balanced by downside, so if there is big potential for gain there must also be a terrifying possibility of loss. CEOs, stars, fund managers, and athletes all live with the sword hanging over their heads; the moment they start to suck, they're out. If you're in a job that feels safe, you are not going to get rich, because if there is no danger there is almost certainly no leverage.

But you don't have to become a CEO or a movie star to be in a situation with measurement and leverage. All you need to do is be part of a small group working on a hard problem.

Smallness = Measurement

If you can't measure the value of the work done by individual employees, you can get close. You can measure the value of the work done by small groups.

One level at which you can accurately measure the revenue generated by employees is at the level of the whole company. When the company is small, you are thereby fairly close to measuring the contributions of individual employees. A viable startup might only have ten employees, which puts you within a factor of ten of measuring individual effort.

Starting or joining a startup is thus as close as most people can get to saying to one's boss, I want to work ten times as hard, so please pay me ten times as much. There are two differences: you're not saying it to your boss, but directly to the customers (for whom your boss is only a proxy after all), and you're not doing it individually, but along with a small group of other ambitious people.

It will, ordinarily, be a group. Except in a few unusual kinds of work, like acting or writing books, you can't be a company of one person. And the people you work with had better be good, because it's their work that yours is going to be averaged with.

A big company is like a giant galley driven by a thousand rowers. Two things keep the speed of the galley down. One is that individual rowers don't see any result from working harder. The other is that, in a group of a thousand people, the average rower is likely to be pretty average.

If you took ten people at random out of the big galley and put them in a boat by themselves, they could probably go faster. They would have both carrot and stick to motivate them. An energetic rower would be encouraged by the thought that he could have a visible effect on the speed of the boat. And if someone was lazy, the others would be more likely to notice and complain.

But the real advantage of the ten-man boat shows when you take the ten best rowers out of the big galley and put them in a boat together. They will have all the extra motivation that comes from being in a small group. But more importantly, by selecting that small a group you can get the best rowers. Each one will be in the top 1%. It's a much better deal for them to average their work together with a small group of their peers than to average it with everyone.

That's the real point of startups. Ideally, you are getting together with a group of other people who also want to work a lot harder, and get paid a lot more, than they would in a big company. And because startups tend to get founded by self-selecting groups of ambitious people who already know one another (at least by reputation), the level of measurement is more precise than you get from smallness alone. A startup is not merely ten people, but ten people like you.

Steve Jobs once said that the success or failure of a startup depends on the first ten employees. I agree. If anything, it's more like the first five. Being small is not, in itself, what makes startups kick butt, but rather that small groups can be select. You don't want small in the sense of a village, but small in the sense of an all-star team.

The larger a group, the closer its average member will be to the average for the population as a whole. So all other things being equal, a very able person in a big company is probably getting a bad deal, because his performance is dragged down by the overall lower performance of the others. Of course, all other things often are not equal: the able person may not care about money, or may prefer the stability of a large company. But a very able person who does care about money will ordinarily do better to go off and work with a small group of peers.

Technology = Leverage

Startups offer anyone a way to be in a situation with measurement and leverage. They allow measurement because they're small, and they offer leverage because they make money by inventing new technology.

What is technology? It's technique. It's the way we all do things. And when you discover a new way to do things, its value is multiplied by all the people who use it. It is the proverbial fishing rod, rather than the fish. That's the difference between a startup and a restaurant or a barber shop. You fry eggs or cut hair one customer at a time. Whereas if you solve a technical problem that a lot of people care about, you help everyone who uses your solution. That's leverage.

If you look at history, it seems that most people who got rich by creating wealth did it by developing new technology. You just can't fry eggs or cut hair fast enough. What made the Florentines rich in 1200 was the discovery of new techniques for making the high-tech product of the time, fine woven cloth. What made the Dutch rich in 1600 was the discovery of shipbuilding and navigation techniques that enabled them to dominate the seas of the Far East.

Fortunately there is a natural fit between smallness and solving hard problems. The leading edge of technology moves fast. Technology that's valuable today could be worthless in a couple years. Small companies are more at home in this world, because they don't have layers of bureaucracy to slow them down. Also, technical advances tend to come from unorthodox approaches, and small companies are less constrained by convention.

Big companies can develop technology. They just can't do it quickly. Their size makes them slow and prevents them from rewarding employees for the extraordinary effort required. So in practice big companies only get to develop technology in fields where large capital requirements prevent startups from competing with them, like microprocessors, power plants, or passenger aircraft. And even in those fields they depend heavily on startups for components and ideas.

It's obvious that biotech or software startups exist to solve hard technical problems, but I think it will also be found to be true in businesses that don't seem to be about technology. McDonald's, for example, grew big by designing a system, the McDonald's franchise, that could then be reproduced at will all over the face of the earth. A McDonald's franchise is controlled by rules so precise that it is practically a piece of software. Write once, run everywhere. Ditto for Wal-Mart. Sam Walton got rich not by being a retailer, but by designing a new kind of store.

Use difficulty as a guide not just in selecting the overall aim of your company, but also at decision points along the way. At Viaweb one of our rules of thumb was run upstairs. Suppose you are a little, nimble guy being chased by a big, fat, bully. You open a door and find yourself in a staircase. Do you go up or down? I say up. The bully can probably run downstairs as fast as you can. Going upstairs his bulk will be more of a disadvantage. Running upstairs is hard for you but even harder for him.

What this meant in practice was that we deliberately sought hard problems. If there were two features we could add to our software, both equally valuable in proportion to their difficulty, we'd always take the harder one. Not just because it was more valuable, but because it was harder. We delighted in forcing bigger, slower competitors to follow us over difficult ground. Like guerillas, startups prefer the difficult terrain of the mountains, where the troops of the central government can't follow. I can remember times when we were just exhausted after wrestling all day with some horrible technical problem. And I'd be delighted, because something that was hard for us would be impossible for our competitors.

This is not just a good way to run a startup. It's what a startup is. Venture capitalists know about this and have a phrase for it: barriers to entry. If you go to a VC with a new idea and ask him to invest in it, one of the first things he'll ask is, how hard would this be for someone else to develop? That is, how much difficult ground have you put between yourself and potential pursuers? And you had better have a convincing explanation of why your technology would be hard to duplicate. Otherwise as soon as some big company becomes aware of it, they'll make their own, and with their brand name, capital, and distribution clout, they'll take away your market overnight. You'd be like guerillas caught in the open field by regular army forces.

One way to put up barriers to entry is through patents. But patents may not provide much protection. Competitors commonly find ways to work around a patent. And if they can't, they may simply violate it and invite you to sue them. A big company is not afraid to be sued; it's an everyday thing for them. They'll make sure that suing them is expensive and takes a long time. Ever heard of Philo Farnsworth? He invented television. The reason you've never heard of him is that his company was not the one to make money from it. The company that did was RCA, and Farnsworth's reward for his efforts was a decade of patent litigation.

Here, as so often, the best defense is a good offense. If you can develop technology that's simply too hard for competitors to duplicate, you don't need to rely on other defenses. Start by picking a hard problem, and then at every decision point, take the harder choice.

The Catch(es)

If it were simply a matter of working harder than an ordinary employee and getting paid proportionately, it would obviously be a good deal to start a startup. Up to a point it would be more fun. I don't think many people like the slow pace of big companies, the interminable meetings, the water-cooler conversations, the clueless middle managers, and so on.

Unfortunately there are a couple catches. One is that you can't choose the point on the curve that you want to inhabit. You can't decide, for example, that you'd like to work just two or three times as hard, and get paid that much more. When you're running a startup, your competitors decide how hard you work. And they pretty much all make the same decision: as hard as you possibly can.

The other catch is that the payoff is only on average proportionate to your productivity. There is, as I said before, a large random multiplier in the success of any company. So in practice the deal is not that you're 30 times as productive and get paid 30 times as much. It is that you're 30 times as productive, and get paid between zero and a thousand times as much. If the mean is 30x, the median is probably zero. Most startups tank, and not just the dogfood portals we all heard about during the Internet Bubble. It's common for a startup to be developing a genuinely good product, take slightly too long to do it, run out of money, and have to shut down.

A startup is like a mosquito. A bear can absorb a hit and a crab is armored against one, but a mosquito is designed for one thing: to score. No energy is wasted on defense. The defense of mosquitos, as a species, is that there are a lot of them, but this is little consolation to the individual mosquito.

Startups, like mosquitos, tend to be an all-or-nothing proposition. And you don't generally know which of the two you're going to get till the last minute. Viaweb came close to tanking several times. Our trajectory was like a sine wave. Fortunately we got bought at the top of the cycle, but it was damned close. While we were visiting Yahoo in California to talk about selling the company to them, we had to borrow a conference room to reassure an investor who was about to back out of a new round of funding that we needed to stay alive.

The all-or-nothing aspect of startups was not something we wanted. Viaweb's hackers were all extremely risk-averse. If there had been some way just to work super hard and get paid for it, without having a lottery mixed in, we would have been delighted. We would have much preferred a 100% chance of $1 million to a 20% chance of $10 million, even though theoretically the second is worth twice as much. Unfortunately, there is not currently any space in the business world where you can get the first deal.

The closest you can get is by selling your startup in the early stages, giving up upside (and risk) for a smaller but guaranteed payoff. We had a chance to do this, and stupidly, as we then thought, let it slip by. After that we became comically eager to sell. For the next year or so, if anyone expressed the slightest curiousity about Viaweb we would try to sell them the company. But there were no takers, so we had to keep going.

It would have been a bargain to buy us at an early stage, but companies doing acquisitions are not looking for bargains. A company big enough to acquire startups will be big enough to be fairly conservative, and within the company the people in charge of acquisitions will be among the more conservative, because they are likely to be business school types who joined the company late. They would rather overpay for a safe choice. So it is easier to sell an established startup, even at a large premium, than an early-stage one.

Get Users

I think it's a good idea to get bought, if you can. Running a business is different from growing one. It is just as well to let a big company take over once you reach cruising altitude. It's also financially wiser, because selling allows you to diversify. What would you think of a financial advisor who put all his client's assets into one volatile stock?

How do you get bought? Mostly by doing the same things you'd do if you didn't intend to sell the company. Being profitable, for example. But getting bought is also an art in its own right, and one that we spent a lot of time trying to master.

Potential buyers will always delay if they can. The hard part about getting bought is getting them to act. For most people, the most powerful motivator is not the hope of gain, but the fear of loss. For potential acquirers, the most powerful motivator is the prospect that one of their competitors will buy you. This, as we found, causes CEOs to take red-eyes. The second biggest is the worry that, if they don't buy you now, you'll continue to grow rapidly and will cost more to acquire later, or even become a competitor.

In both cases, what it all comes down to is users. You'd think that a company about to buy you would do a lot of research and decide for themselves how valuable your technology was. Not at all. What they go by is the number of users you have.

In effect, acquirers assume the customers know who has the best technology. And this is not as stupid as it sounds. Users are the only real proof that you've created wealth. Wealth is what people want, and if people aren't using your software, maybe it's not just because you're bad at marketing. Maybe it's because you haven't made what they want.

Venture capitalists have a list of danger signs to watch out for. Near the top is the company run by techno-weenies who are obsessed with solving interesting technical problems, instead of making users happy. In a startup, you're not just trying to solve problems. You're trying to solve problems that users care about.

So I think you should make users the test, just as acquirers do. Treat a startup as an optimization problem in which performance is measured by number of users. As anyone who has tried to optimize software knows, the key is measurement. When you try to guess where your program is slow, and what would make it faster, you almost always guess wrong.

Number of users may not be the perfect test, but it will be very close. It's what acquirers care about. It's what revenues depend on. It's what makes competitors unhappy. It's what impresses reporters, and potential new users. Certainly it's a better test than your a priori notions of what problems are important to solve, no matter how technically adept you are.

Among other things, treating a startup as an optimization problem will help you avoid another pitfall that VCs worry about, and rightly-- taking a long time to develop a product. Now we can recognize this as something hackers already know to avoid: premature optimization. Get a version 1.0 out there as soon as you can. Until you have some users to measure, you're optimizing based on guesses.

The ball you need to keep your eye on here is the underlying principle that wealth is what people want. If you plan to get rich by creating wealth, you have to know what people want. So few businesses really pay attention to making customers happy. How often do you walk into a store, or call a company on the phone, with a feeling of dread in the back of your mind? When you hear "your call is important to us, please stay on the line," do you think, oh good, now everything will be all right?

A restaurant can afford to serve the occasional burnt dinner. But in technology, you cook one thing and that's what everyone eats. So any difference between what people want and what you deliver is multiplied. You please or annoy customers wholesale. The closer you can get to what they want, the more wealth you generate.

Wealth and Power

Making wealth is not the only way to get rich. For most of human history it has not even been the most common. Until a few centuries ago, the main sources of wealth were mines, slaves and serfs, land, and cattle, and the only ways to acquire these rapidly were by inheritance, marriage, conquest, or confiscation. Naturally wealth had a bad reputation.

Two things changed. The first was the rule of law. For most of the world's history, if you did somehow accumulate a fortune, the ruler or his henchmen would find a way to steal it. But in medieval Europe something new happened. A new class of merchants and manufacturers began to collect in towns. Together they were able to withstand the local feudal lord. So for the first time in our history, the bullies stopped stealing the nerds' lunch money. This was naturally a great incentive, and possibly indeed the main cause of the second big change, industrialization.

A great deal has been written about the causes of the Industrial Revolution. But surely a necessary, if not sufficient, condition was that people who made fortunes be able to enjoy them in peace. One piece of evidence is what happened to countries that tried to return to the old model, like the Soviet Union, and to a lesser extent Britain under the labor governments of the 1960s and early 1970s. Take away the incentive of wealth, and technical innovation grinds to a halt.

Remember what a startup is, economically: a way of saying, I want to work faster. Instead of accumulating money slowly by being paid a regular wage for fifty years, I want to get it over with as soon as possible. So governments that forbid you to accumulate wealth are in effect decreeing that you work slowly. They're willing to let you earn $3 million over fifty years, but they're not willing to let you work so hard that you can do it in two. They are like the corporate boss that you can't go to and say, I want to work ten times as hard, so please pay me ten times a much. Except this is not a boss you can escape by starting your own company.

The problem with working slowly is not just that technical innovation happens slowly. It's that it tends not to happen at all. It's only when you're deliberately looking for hard problems, as a way to use speed to the greatest advantage, that you take on this kind of project. Developing new technology is a pain in the ass. It is, as Edison said, one percent inspiration and ninety-nine percent perspiration. Without the incentive of wealth, no one wants to do it. Engineers will work on sexy projects like fighter planes and moon rockets for ordinary salaries, but more mundane technologies like light bulbs or semiconductors have to be developed by entrepreneurs.

Startups are not just something that happened in Silicon Valley in the last couple decades. Since it became possible to get rich by creating wealth, everyone who has done it has used essentially the same recipe: measurement and leverage, where measurement comes from working with a small group, and leverage from developing new techniques. The recipe was the same in Florence in 1200 as it is in Santa Clara today.

Understanding this may help to answer an important question: why Europe grew so powerful. Was it something about the geography of Europe? Was it that Europeans are somehow racially superior? Was it their religion? The answer (or at least the proximate cause) may be that the Europeans rode on the crest of a powerful new idea: allowing those who made a lot of money to keep it.

Once you're allowed to do that, people who want to get rich can do it by generating wealth instead of stealing it. The resulting technological growth translates not only into wealth but into military power. The theory that led to the stealth plane was developed by a Soviet mathematician. But because the Soviet Union didn't have a computer industry, it remained for them a theory; they didn't have hardware capable of executing the calculations fast enough to design an actual airplane.

In that respect the Cold War teaches the same lesson as World War II and, for that matter, most wars in recent history. Don't let a ruling class of warriors and politicians squash the entrepreneurs. The same recipe that makes individuals rich makes countries powerful. Let the nerds keep their lunch money, and you rule the world.



Notes

[1] One valuable thing you tend to get only in startups is uninterruptability. Different kinds of work have different time quanta. Someone proofreading a manuscript could probably be interrupted every fifteen minutes with little loss of productivity. But the time quantum for hacking is very long: it might take an hour just to load a problem into your head. So the cost of having someone from personnel call you about a form you forgot to fill out can be huge.

This is why hackers give you such a baleful stare as they turn from their screen to answer your question. Inside their heads a giant house of cards is tottering.

The mere possibility of being interrupted deters hackers from starting hard projects. This is why they tend to work late at night, and why it's next to impossible to write great software in a cubicle (except late at night).

One great advantage of startups is that they don't yet have any of the people who interrupt you. There is no personnel department, and thus no form nor anyone to call you about it.

[2] Faced with the idea that people working for startups might be 20 or 30 times as productive as those working for large companies, executives at large companies will naturally wonder, how could I get the people working for me to do that? The answer is simple: pay them to.

Internally most companies are run like Communist states. If you believe in free markets, why not turn your company into one?

Hypothesis: A company will be maximally profitable when each employee is paid in proportion to the wealth they generate.

[3] Until recently even governments sometimes didn't grasp the distinction between money and wealth. Adam Smith (Wealth of Nations, v:i) mentions several that tried to preserve their "wealth" by forbidding the export of gold or silver. But having more of the medium of exchange would not make a country richer; if you have more money chasing the same amount of material wealth, the only result is higher prices.

[4] There are many senses of the word "wealth," not all of them material. I'm not trying to make a deep philosophical point here about which is the true kind. I'm writing about one specific, rather technical sense of the word "wealth." What people will give you money for. This is an interesting sort of wealth to study, because it is the kind that prevents you from starving. And what people will give you money for depends on them, not you.

When you're starting a business, it's easy to slide into thinking that customers want what you do. During the Internet Bubble I talked to a woman who, because she liked the outdoors, was starting an "outdoor portal." You know what kind of business you should start if you like the outdoors? One to recover data from crashed hard disks.

What's the connection? None at all. Which is precisely my point. If you want to create wealth (in the narrow technical sense of not starving) then you should be especially skeptical about any plan that centers on things you like doing. That is where your idea of what's valuable is least likely to coincide with other people's.

[5] In the average car restoration you probably do make everyone else microscopically poorer, by doing a small amount of damage to the environment. While environmental costs should be taken into account, they don't make wealth a zero-sum game. For example, if you repair a machine that's broken because a part has come unscrewed, you create wealth with no environmental cost.

[6] Many people feel confused and depressed in their early twenties. Life seemed so much more fun in college. Well, of course it was. Don't be fooled by the surface similarities. You've gone from guest to servant. It's possible to have fun in this new world. Among other things, you now get to go behind the doors that say "authorized personnel only." But the change is a shock at first, and all the worse if you're not consciously aware of it.

[7] When VCs asked us how long it would take another startup to duplicate our software, we used to reply that they probably wouldn't be able to at all. I think this made us seem naive, or liars.

[8] Few technologies have one clear inventor. So as a rule, if you know the "inventor" of something (the telephone, the assembly line, the airplane, the light bulb, the transistor) it is because their company made money from it, and the company's PR people worked hard to spread the story. If you don't know who invented something (the automobile, the television, the computer, the jet engine, the laser), it's because other companies made all the money.

[9] This is a good plan for life in general. If you have two choices, choose the harder. If you're trying to decide whether to go out running or sit home and watch TV, go running. Probably the reason this trick works so well is that when you have two choices and one is harder, the only reason you're even considering the other is laziness. You know in the back of your mind what's the right thing to do, and this trick merely forces you to acknowledge it.

[10] It is probably no accident that the middle class first appeared in northern Italy and the low countries, where there were no strong central governments. These two regions were the richest of their time and became the twin centers from which Renaissance civilization radiated. If they no longer play that role, it is because other places, like the United States, have been truer to the principles they discovered.

[11] It may indeed be a sufficient condition. But if so, why didn't the Industrial Revolution happen earlier? Two possible (and not incompatible) answers: (a) It did. The Industrial Revolution was one in a series. (b) Because in medieval towns, monopolies and guild regulations initially slowed the development of new means of production.