Article Bookmarked
Bookmark Removed

So You Want to Be an Entrepreneur?


Jul. 23, 2020 Harvard Business Review

Med school, law school, finance, consulting: these were the coveted jobs, the clear paths laid out before us. I took a job in advertising, which was seen as much more rebellious than the reality. I worked in advertising for a few years, and learned an incredible amount about how brands get built and communicated. But I grew restless and bored, tasked with coming up with new campaigns for old and broken products that lacked relevance, unable to influence the products themselves. During that time, I was lucky to have an amazing boss who explained a simple principle that fundamentally altered my path. What she told me was that stress is not about how much you have on your plate; it’s about how much control you have over the outcomes. Suddenly I realized why every Sunday night I was overcome with a feeling of dread. It wasn’t because I had too much going on at work. It was because I had too little power to effect change.

Thirteen years later, I have been fortunate enough to co-found a branding business, and to partner with some of the world’s best entrepreneurs, helping them launch and grow their businesses with brand baked in from the start. As a founder who works alongside many other founders, I’ve seen firsthand what leads to success, as well as what can go wrong. Here are a few principles that I’ve learned along the way, that aspiring entrepreneurs should consider before sending that “I quit!” email that you’ve been fantasizing about:

Identify a problem that you feel driven to solve.

Starting a business is not easy, and scaling it is even harder. But the strongest fuel is a personal connection to what you’re doing. It could be that you have experience working in an industry and understand its shortcomings firsthand. Or perhaps you’re part of a consumer segment that’s underserved by the current offerings. Maybe you’re simply met with a very specific frustration every day, that others are sure to share. However you come to your idea, you should feel like you have no choice but to start this particular business at this moment in time. It will make the mornings when you wake up and wish that it was someone else’s problem much easier to bear.

Consider your role as founder.

More than ever, people care deeply about who’s behind the companies they’re purchasing from. It’s hard to feel a personal connection to a nameless, faceless corporation, and far more rewarding to support brands that are built by individuals with a compelling story. Particularly on social media, so many brands gain traction by having their founders front and center as part of the narrative: speaking to their experiences, demonstrating humility and vulnerability, and putting a human face to the business. This doesn’t mean that in order to start a company you need to be prepared to be a public persona who reveals every aspect of your private life. However, a willingness to communicate directly with your consumers, in whatever form that takes, goes a long way towards establishing an authentic relationship. It gives people a reason not just to love your product, but to root for your company’s success.

Don’t go it alone.

I’m of the opinion that 99.99% of people who are starting businesses should have a co-founder. No matter how much you trust your team, you can never be completely honest about your fears, nor fully share the burden of responsibility when things get difficult. Not to mention the advantage that comes from bringing together complementary skill sets, and the better outcomes that are driven through healthy debate. What’s more, being a founder can be lonely. As everyone’s boss, it becomes very challenging to form real friendships at work — you certainly can’t bond by complaining about leadership anymore. If a co-founder isn’t in the cards, do everything you can to surround yourself with trusted advisors, mentors, and other entrepreneurs.

Determine how you’ll add value to people’s lives.

The startup landscape has gotten so competitive that within one month, you’ll see three nearly identical businesses launch. You may think you’re sitting on a completely original idea, but chances are the same cultural forces that led you to your business plan are also influencing someone else, at this very moment. That doesn’t mean you should give up, or that you should rush to market before you’re ready. It’s not about who’s first, it’s about who does it best, and best these days is the business that delivers the most value to the consumer. Consumers have more power and choice than ever before, and they’re going to choose and stick with the companies who are clearly on their side. How will you make their lives easier, more pleasant, more meaningful? How will you go out of your way for them at every turn? When considering your competitive advantage, start with the needs of the people you’re ultimately there to serve.

Read More on Harvard Business Review

Gene Upshaw Player Assistance Trust Fund

Apply Today

All Resources

Tell Me More

Creative Strategies from Single Parents on Juggling Work and Family

Flexible work schedules and strong support networks go a long way.

Read More

The Science of Changing Someone's Mind

How to reason with unreasonable people.

Read More

How Interruptions Can Make Meetings More Inclusive

Interrupting successfully as a team requires building a group norm of doing it with skill and respect.

Read More

9 Amazing Benefits Of Personal Branding

No one can tell your story better than you.

Read More

Black people in rural areas continue to experience health disparities

Comparisons come from rates in diabetes, high blood pressure, heart disease, and stroke.

Read More

Key Insights From 2021's World Happiness Report

Three must-know insights from this year’s World Happiness Report.

Read More

1 in 4 Americans have no retirement savings

And those who do aren’t saving enough

Read More

The Power of Gratitude

Focus on what you appreciate to boost your brain, body and spirit.

Read More