A dusty draft getting outta closet – better late than never

First of all, if you start a business, by all means go buy it. Right now, I’m waiting.

Second, be aware though. It exaggerates every message it delivers. I understand where this comes from – people who have “been there, done that” can’t stress enough some ground rules that are counter-intuitive or are easily overlooked.

But some word inflation the tone of this book can lead to all the wrong conclusions.

Not to spread my rant too thin, I’ll concentrate on Jason’s idiosyncrasy about meetings. Any time a meeting is mentioned it’s positioned as a distraction from “real” work. It’s ok if you have a small team and a not so complex (in implementation) product. Go ahead, let everyone work for two weeks (as the actual advice goes) on their subtasks without any checks and course-correcting intrusions. Some people do appreciate that.

But chances are you lack time, people, communication and black magic necessary for the work to be done by itself perfectly according to your vision. Particularly, communication has one defect – it creates illusion that it happened (© someone). So choose if you want to have everything double checked at start and can make maneuvers when necessary, or you want annoying surprises down the road.

I’m a control freak, I admit. Paranoid sometimes. If you are a first-time founding CEO, congrats – there’s no Peace/War dilemma for you. You are only here to fight. Otherwise, don’t start. Getting an adequate product to the market within an acceptable timeframe is a full-blown war on its own. If all goes well you won’t be putting down your war banner any time soon. To be clear, I’m speaking about endeavors involving real employees and targeting real markets.

Don’t get me wrong, the book’s main point is to help people get rid of some of the most insidious myths and distractions poisoning small businesses. Just don’t take it literally. And by all means complement it with some reading like Only the Paranoid Survive.

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