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    Startup Therapy

    Founders, Not All Problems Are Apocalyptic

    Mon Jul 17 2023
    startup problemsproblem severityprioritizationburnouthandling challenges

    Description

    Startups face a wide spectrum of problem severity, from minor issues to game over situations. It is crucial for founders to assess the severity of problems and prioritize them effectively. Overreacting to problems can lead to burnout and damage credibility. Problems are an ongoing part of startup life, but founders should aim to handle challenges with ease by focusing on level 8, 9, and 10 problems. Access to founder groups and resources can provide valuable support.

    Insights

    Problem Severity Varies

    Startups deal with a range of problem severity, from minor issues to game over situations.

    Assessing Severity is Crucial

    Founders must assess the severity of problems in order to prioritize effectively.

    Overreacting Leads to Burnout

    Constantly treating every problem as a level 10 issue can lead to burnout and damage credibility.

    Problems Are Ongoing

    Problems are an ongoing part of startup life, and solving one problem often leads to new ones.

    Handling Challenges with Ease

    Founders should aim to reach a point where they can handle challenges with ease by focusing on level 8, 9, and 10 problems.

    Chapters

    1. Understanding the Spectrum of Problem Severity
    2. Examples of Game Over Problems
    3. Controlling Problem Severity and Prioritization
    4. The Impact of Overreacting to Problems
    5. The Never-Ending Conveyor Belt of Problems
    6. Aiming for Ease in Handling Challenges
    Summary
    Transcript

    Understanding the Spectrum of Problem Severity

    00:00 - 06:06

    • Problems in startups will always exist, but their severity varies.
    • It's important to distinguish between minor problems and major ones.
    • Running in red alert mode all the time is not sustainable.
    • Startups are often a collection of problems being solved.
    • We have a tendency to escalate problems to an apocalyptic level.
    • There is a wide spectrum of problem severity, from insignificant to game over.
    • Assessing the severity of problems is crucial for prioritization.
    • Very few problems are true game over situations.
    • Some problems may be unsolvable and can lead to business failure.

    Examples of Game Over Problems

    05:41 - 11:33

    • There are some problems that can end a business completely.
    • Microsoft putting WinRAR out of business is an example of a level 10 problem.
    • Client cancellations from major clients like Eli Lilly were game over problems for the agency.
    • The launch of fundable.com was dependent on the Jobs Act being passed.
    • Running out of money and late product shipments are serious problems, but fixable.
    • Internal culture issues can be fixed with changes and have more control over the solution.

    Controlling Problem Severity and Prioritization

    11:08 - 17:23

    • The degree of control over a problem determines its severity rating.
    • Sharing experiences with other founders helps normalize issues and reduce their perceived severity.
    • Grading problems and appreciating their importance prevents unnecessary energy drain.
    • Treating every problem as a level 10 drains resources and leads to burnout.
    • Over-prioritizing one problem can lead to neglecting other important areas.
    • Incorrect prioritization can derail progress quickly.
    • Misrepresenting the severity of a problem burns out the entire team.
    • Repeatedly exaggerating problems diminishes their impact over time.

    The Impact of Overreacting to Problems

    16:53 - 22:45

    • Overreacting to problems can burn out the team and damage credibility
    • Constantly treating every problem as a level 10 issue can lead to loss of credibility
    • Taking a long-term view and showing resilience during challenging times builds trust
    • Assessing the severity of a problem before reacting is crucial for credibility
    • Reacting in an over-the-top manner can undermine credibility with the team
    • Overreacting can become a level eight, nine, or ten problem in itself
    • Solving one problem doesn't mean all problems are solved; new ones will arise
    • Addressing problems is important, but they may resurface in the future

    The Never-Ending Conveyor Belt of Problems

    22:26 - 28:25

    • Google is known for providing incredible perks and benefits to its employees.
    • Despite the lavish offerings, Google employees still wanted to form a union and go on strike.
    • The desire for expansion and solving problems is infinite within humans and startups.
    • Problems are an ongoing conveyor belt that never stops, and solving one problem leads to new ones.
    • Treating problems as problems is what founders signed up for, and it's part of the appeal of startup life.
    • Don't let problems creep out of scale or treat small problems as big ones.
    • Over time, founders may become more numb to problems, but it's important not to underestimate their impact.

    Aiming for Ease in Handling Challenges

    28:15 - 29:44

    • Founders should aim to reach a point where they can handle challenges with ease.
    • Not every problem is a level 10 problem, so it's important to calibrate and prioritize.
    • Energy should be focused on level 8, 9, and 10 problems.
    • Access to founder groups and resources on startups.com is available.
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