How To Go Beast Mode As A Founder

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How To Go Beast Mode As A Founder

Peter Thiel’s One Priority Philosophy (00:00:00)

  • To solve problems, increase your intensity and focus rather than seeking external solutions.
  • Create a culture of intensity by setting clear priorities and avoiding multitasking.
  • Mediocrity results from multiple focuses, while excellence and value come from a singular focus.
  • The mind is a powerful tool that can achieve great things when properly focused, but it can only handle one question at a time.
  • Peter Thiel's "one priority" philosophy involves focusing on a single problem until it is solved, which can enhance productivity and effectiveness.

3 lies you’re telling yourself (00:04:30)

  • Intensity is not working 24/7.
  • Intensity is a formula: Focus x Common Sense x Insanity.
  • Most people think they are at a level 10 when in reality they are at a level 6.
  • Focus is saying no to 100 great ideas so you can say yes to the one exceptional one.
  • If you do this right, you're not doing more, you're actually doing less, but better.
  • HubSpot created an actionable guide based on the playbook developed by the speaker's company, The Hustle.
    • The guide breaks down methods for spotting upcoming trends and companies with high growth potential.
  • Business examples of intensity:
    • Elon Musk:
    • Works 120 hours a week.
    • Has multiple companies in different industries.
    • Constantly pushing the boundaries of what is possible.
    • Jeff Bezos:
    • Started Amazon in his garage.
    • Now one of the largest companies in the world.
    • Constantly innovating and expanding into new markets.
    • Steve Jobs:
    • Co-founded Apple.
    • Revolutionized the tech industry with products like the iPhone and iPad.
    • Had an incredible attention to detail and a relentless pursuit of perfection.

Zuck closes a $1B dollar deal in 48 hours (00:07:55)

  • Mark Zuckerberg's "beast mode" intensity led to the acquisition of Instagram for $1 billion, despite Twitter's initial offer and Sequoia Capital's independent funding proposal.
  • Zuckerberg's determination to prevent potential competitors from surpassing Facebook drove his urgent pursuit of Instagram and WhatsApp.
  • WhatsApp's success stemmed from its intense focus on messaging fundamentals, surpassing competitors by avoiding unnecessary features.
  • Chick-fil-A, In-N-Out, and WhatsApp achieved success by narrowing their product range and executing with greater intensity than competitors.
  • The WhatsApp founder stressed the significance of customer problem-solving and focus over industry trends.
  • Zuckerberg's persistent efforts, including personal meetings and invitations, secured the WhatsApp acquisition after two years of pursuit.

The Collison Installation (00:13:41)

  • Stripe's founders, the Collison brothers, had an unconventional approach to customer onboarding.
  • They would "install" Stripe directly onto potential customers' laptops during initial meetings.
  • This hands-on approach helped Stripe acquire its first 100-200 customers.
  • Paul Graham observed that Stripe's approach was not particularly difficult or outrageous, yet few other companies did the same.
  • He attributed this to two reasons: shyness or fear of rejection, and a misconception that big things come from big things rather than an accumulation of smaller things.
  • Graham emphasized that startups happen and take off because the founder makes them happen, not because of inherent qualities.
  • He compared it to manually cranking an engine to get it started, after which the momentum takes over.

Lead bullets v Silver bullets (00:16:13)

  • The answer to problems is rarely external, such as a mentor or a book.
  • Ben Horowitz's philosophy of "lead bullets, not silver bullets" emphasizes building a better product through hard work rather than seeking magical solutions.
  • Discovering silver bullets requires experimenting with many lead bullets (ideas and tactics) and being willing to take action.
  • The pie chart of effort should be 10-20% ideas and strategy, and 80% execution (blood, sweat, and tears).
  • Execution requires intensity and recognizing when to sprint.
  • Sprinting cannot be sustained indefinitely, but it's important to be able to recognize when it's needed.

When to sprint (00:18:51)

  • Identify when a great opportunity arises or when it's time to buckle down.
  • This is the moment to sprint and dial up your level of intensity.
  • Sylvester Stallone's story:
    • Despite facing challenges as an actor, he decided to take matters into his own hands and write a movie.
    • He hated writing but committed to a sprint to write the first draft of Rocky in three days.
    • To maintain focus, he painted his windows black and unplugged his phone to eliminate distractions.
  • Identify when to sprint:
    • When a great opportunity comes your way.
    • When it's time to buckle down.
  • Dial up your level of intensity during these moments.
  • Example of a sprint:
    • Sylvester Stallone's focused writing session to create the first draft of Rocky in three days.
    • He eliminated distractions by painting his windows black and unplugging his phone.

The 3 Big Questions (00:20:44)

  • Narrow your focus.
  • Write down a common sense solution that sounds easy and simple to execute.
  • Ask yourself what level 12 intensity would look like for the task you're doing.
  • Example of Jesse Isler hiring a Navy SEAL to live in his house and train him intensely for 30 days to get in the best running shape of his life.
  • Level 12 intensity is often beyond what we think is possible until we see examples of it.

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