I love the non-consensus & right framework.
I found this from reading Andy Rachleff interview with Mike Maples.
My take-away: The idea is that product-market fit alone doesn’t lead to a big idea — you also need to be in the upper right square.
And I think this works outside startups — e.g. creative projects, content, or features.
Investors also think in these terms. Naval Ravikant has a piece on the same idea:
“the real money in this business is made by being non-consensus and right: being correct when everybody else disbelieves.”
What’s your take?
P.S. If you like making 2x2s, I shared some slide templates earlier this week.
Built in Seattle Podcast
Kristen Hamilton (2x founder, SVP at Guild) talked about the value of inquiry, overcoming fear, and being honest in the struggle.
On being real:
“I really admire when you see a CEO of a public company, with all they have at risk and at stake, and still they're truthful when it's not popular. And I think the more senior and powerful people are, it's their responsibility to be more real and direct and take those risks because it's inspiring to the rest of us.”
On the power of inquiry:
“The magic of teamwork is actually to bring out the best in a team. And that is by recognizing emotions in other people. And that means you have to be in inquiry and draw people in to get the best ideas.”
📅 CLIPS FROM THE ARCHIVE:
Why Aaron Bird (former Bizible CEO and VP at Adobe) ignored the conventional negotiating advice when getting acquired. (3-minute clip)
“I was optimizing for two things, neither of which was selling the company. I was optimizing for 1.) Minimal distraction; […] and 2.) The relationship. I want the relationship to be as good as it was yesterday if we don’t sell.”