The Mavericks (Mavs) are a good team. They’re talented individuals mostly who often gel and make magic happen. When things are going well, sales are stacking up, and the mood is high, the Mavs are a force.

When things get rough, though, and the sales gong is quiet for too long, the team starts to crack. I noticed that the root of the bad mood is usually one of two people:

1. The Rotten Apple — the one that spoils the bunch

2. The Less Talented Teammate — nobody is perfect and some people just shouldn’t have key roles

The Mavs’ Rotten Apple seems to wait for things to complain about. The moment a KPI turns down, blame starts to fly. Comments like “Why can’t you just make this little change?! It’s so obvious!” are pointed at everyone but Rotten.

In slow times, the Less Talented Teammate goes from being a fun guy to have around (he’s fun, enthusiastic, eager) to the perceived cause for the dip. And sometimes he is the cause of the dip. Then Rotten and the rest of the teammates pile on the blame. Less Talented’s position demands skill and talent above his God-given gifts. Harsh, for sure. Nobody’s perfect. Sometimes it’s just true that someone has less talent.

When these two people are allowed to pull down an entire team, the team suffers together. Teams should ride the peaks and valleys together, but teams need coaches and leaders to step in at those low moments to pull them back to the top.

Neither Rotten of Less Talented are company execs or leadership. What I don’t understand is how unwilling the company leaders are to do anything about this negative influence.

The leaders have brought this up with me, so I’m not even pushing some outsider opinion. When I question why they’re still on the team, I hear reasons like “When he’s on, he’s on” and “He’s friends with Dave-o… and I don’t want to upset Dave-o.”

I’m grateful to not have any Rottens or Less Talented Teammates. It’s our job as company leaders to make sure we don’t have them on the team and if we find ourselves with one of them, we do something about it. For the good of the team and the good of the company.

Peter

(421 / 500)

Instead of asking people to take baby steps, what if we give them lots of opportunities to take micro-steps.

What’s a micro step? Let’s compare:

• A baby step is a 2-minute demo

• Micro step? 10-second demo

Another?

• Baby step = enter your email for access

• Micro step = see it now

So much of marketing comes down to exposure, frequency, recognition. It’s the rule of 7. As much as I hate to admit it, us humans have the attention span of a chatbot. Show me. Show me again. Show me again. Etc.

Micro-steps should be valuable and show me something that makes me go 🤔. But they don’t have to show me entirely new, amazing, earthquaking things.

As a business owner and marketer, the micro-step has to get the prospect one tiny step closer. That’s the whole job.

Peter

(171 / 500)

Imagine this: you get paid to do your job. As part of doing your job, you’re allowed to record yourself doing the work.

You take that recording and share it on YouTube where your work is amplified to the max -- no surprise, given Youtube’s 2 billion+ monthly logged-in users.

I listen to a bunch of different music, but when I’m working it’s usually some form of lofi or this (recently new to me) house DJ-who-plays-a-coffee-house mix.

There are a few YouTube channels I go back to because the algo shows them to me. But for the most part, it’s a random collection of channel like MAIN KID above:

Low subscribers > > > Massive relative reach

These DJs have cracked the distribution code. And it’s all a 5x-win.

The café owner is happy. Customers have cool, live music. The DJ shares his work. YouTube gets long listen times. Viewers get to work with something nice in their ears.

Quick rant. Anyone else bothered by the little twist knob flicky thing DJs do? Like, dude, whatcha doin’ there? What does that little knob do, because I noticed nothing.</rant>

This model is amazing. Do your work. Share your work. Grow your reach. LinkedIn’s 2022 Global Talent Trends report showed that people who regularly shared their work or insights publicly saw up to a 10x increase in profile views and job opportunities. 10x!

Show your work + Distribution is the play here and I love it.

What’s the lesson here?

As user-generated content (UGC) takes hold on platforms like LinkedIn, I think the lesson is to experiment with more open and honest “Show Your Work” style content.

There are lots of benefits of this. Here are three I see:

1. We like buying from people we like. The Edelman Trust Barometer (2022) reports that nearly 60% of consumers say they are more likely to purchase from brands (or people) that share transparent, relatable content.

2. Trust and transparency. We like to feel like we know people. When you listen to a podcast, do you feel like you know the hosts really well? They’re not friends, but you know a lot about them and you trust them, right?

3. Feedback loops and fast iteration. Sharing work publicly creates tighter feedback looks. I don’t know about the quality of feedback, but it’ll be fast and probably directionally accurate.

Instead of obsessing over the right content and full content plans, I reckon faster production with more “Live DJ” vibes will continue to capture eyeballs and grow not just personal brand, but company brand and awareness.

Peter

(439 / 500)

In it, the author shares insights from 100s of interviews with people who are healthier, wealthier, and maybe wiser than him. All to discover what wealth really is.

Regardless of what wisdom is shared, it’s a remarkable observation that becomes the central theme of the book:

None of the people interviewed, even the ultra wealthy ones, talk about money.

And it occurred to me that when we interview customers and do sales discovery calls, we’re looking for people to say the “right things” and behave the right ways.

We — or at least I — have never considered to look in the negative space for insights. What aren’t our customers saying and talking about and doing?

What isn’t there is harder to spot than all the obvious things that are. Tools like Gong record our calls and tell us everything that was said. Even how many times and with what kind of sentiment.

But it does not tell us what we didn’t talk about. It doesn’t tell us what 9/10 people didn’t talk about.

Like the author of this book, we need to be open to seeing the things that don’t come up; the things that aren’t obvious.

What aren’t our customers talking about? If the things they don’t mention overlap with the things we offer, we could be in big trouble.

Peter

(282 / 500)

PS: This one is Sahil Bloom’s Five Types of Wealth. It’s one of the best I’ve read yet.

There’s this idea that work is allowed to occupy some of our time as long as it’s not too much of our time.

An extension of that thinking is that nights and weekends are off limits.

Some of the most successful and happy (emphasis on happy here) people I know work a lot. They work nights. They work weekends.

They also sit and have family dinners. They go on dates with their spouse. They do the school run and watch soccer games or swim meets. They exercise. They read.

They do all these things. And in part, they can fit a lot of it into their busy schedule because they work some nights and some weekends.

In fact, I can think of a handful of close friends who spend a bit of time each Sunday night planning their work and personal week. Some even do this with their partner so the family unit is aligned.

It’s work, but it’s in service of making it all fit.

Work does not have to fit into a box. It especially does not have to fit into a box someone else gives you.

Want to work this weekend? Hope you do. Want to take a call at 11pm? Hope you do.

I believe in getting sleep and looking after the important parts of life. But I don’t believe that there is a time and place where each part has to fit.

Get to work,

Peter

(258 / 500)

“Where do you want these plants,” my wife said as she drew a line across the grass with a long yellow tape measure.

We’ve had these plants, little conifers in pots, for months and she desperately wants to get them in the ground.

“How are we going to water them,” I ask like a dutiful husband, fully expecting to dig the holes, plant the plants.

Let’s stop there and do the obligatory pivot to a business analogy.

In this analogy plants are products or features. The more we add (the more we plant), the more we need to water and care for and nurture and promote and spend time with.

These “little conifers in pots” are only going into the ground because we own them and my wife hates (HATES) to let a good plant go.

We do this with our Saas products, too. Features we want to see. UI changes we’ve long wanted to happen. Maybe we don’t have a reason for doing the work other than the fact that we had the idea. And it’s a precious idea, of course.

So we do the work. We build the features. We plant the plants. We add one more thing to our product and systems.

And then shit falls apart because there are just too many things we need to do now. The burden of care for “little conifers” now in the ground is bigger than we thought it would be.

This puts the whole system at risk. We have only so many resources, people, time, money to spend on each thing we build and plant.

Be careful to plant or build the things that add value AND that you can sustain.

Peter

(303 / 500)

“When I say something, people believe me.”

I thought the practice of BS online countdown timers was done and gone, but turns out it’s not. Even at big, seemingly reputable companies.

Discounting is a terrible way to run a business. Putting that aside, I understand why discounts are used and I also understand how time pressure helps nudge people towards making a buying decision.

But here’s a thing that happened almost all week. This is from a Saas company:

• I got an email telling me that if I upgrade to an annual plan by close-of-business Wednesday, I get 25% off.

• Then I visit the product page to login on Thursday and get a banner telling me that the sale is still on. So it wasn’t Wednesday, but Thursday that the deal ends?

• Friday, I again login and now the deadline is for late Friday. Wait, what?

Scarcity and time pressure work to convince people that now is the time to buy. But when those same people are shown the same “scarce” and “time sensitive” offer day after day, the opposite happens:

They now have almost no incentive to buy.

Far from making me jump at the chance to save a few bucks on this subscription, I’m now wondering if I should stick around or not. Not because I’m better than this kind of discount marketing. But because I don’t know if A) it’ll be cheaper tomorrow and B) the product is as good as I thought, if they’re practically begging me to give them some money.

If you run a discount, do what you say you’re going to do. Stick to the discounted rate for the time you said. Otherwise you burn trust and probably end up losing more than you could ever gain from heavily discounted sales.

Peter

(318 / 500)

Talk to more customers.

A teammate recently gave me reason to rethink that tunnel vision advice.

There are people you and I work with whose opinion and point of view we haven’t asked for yet.

What does marketing think of the product? How does your superstar support person use it? When was the last time sales logged in?

The curse of knowledge makes us all forget how we learned to use our own products. We’re too close and in getting too close we lose perspective.

Talking to more customers isn’t always easy.

I wish 100 customers—some happy, some wicked pissed off about something—were always waiting to share their perspective on our product. But they aren’t. We have to ask them. Beg and bribe even (who hasn’t given away a pair of dope calf socks just to get someone on a call?).

Why not talk to the people close to you who aren’t yet close to the product?

New hires. Different departments. Different teams, regions, divisions. Everyone in your company (even if it’s a team of two) has a different point of view on the product.

I was reminded of this recently when a teammate shared some product feedback and a use case to go with it. Us founders have obsessed over this product for years. New teammates bring fresh eyes and a perspective that can almost always shine a light on something we hadn’t noticed or thought of before.

Ask your teammates to use your product and share their experience. What felt easy or hard? What stopped them from doing what they set out to do? How would they use it in their role?

Even simple little questions and suggestions can be gold. And it’s easier to ask someone close by than to beg and bribe. No matter how nice the socks.

Peter

(315 / 500)

In that time hunting for a shortcut, I could have been done with this one job. And now I don’t have a shortcut and I don’t have a finished list.

Do the work required. Learn what is required. Then pay someone else to build that system.

Peter

(86 / 500)

Half the money I spend on advertising is wasted; the trouble is I don't know which half. ~ John Wanamaker

Same goes for paid ads. There are plenty of people who will tell you with absolute conviction that they can set up and monitor your paid ads spend and see exactly who clicks.

They’re full of it.

There is always uncertainty in any growth activity. There are always external forces at play. There has to be a degree of risk, because no matter which channel you choose, it will change eventually.

We’re running paids ads on Google and LinkedIn. Both platforms offer analytics and tracking. Despite that, adding UTM parameters, and other ways of measuring attribution, we haven’t seen the amount of conversions we want.

“Who’s clicking these ads,” I wondered. The copy is targeted. The audience is supposedly targeted. The ads should attract the right people—or people who are lot like the right people.

Then we installed RB2B, a little tool that promises to “identify your anonymous website visitors.”

And poof! Website visitors go from anonymous numbers to names and LinkedIn profiles.

And wow were we seeing the wrong people visit our site.

Accoil is a B2B SaaS customer health scoring tool. It’s for customer success teams and Saas companies who get surprised by churn. Churn being customers closing accounts and stopping payments without any warning (except there are warnings if you know where to look).

Who’s coming to our website? Owners of health clinics, hospitals, doctors offices, physiotherapists, and other human health-related. 🤦‍♂️

There are some good leads showing up. It’s not all bad news. But it’s most bad fit than good fit and it’s been very eye-opening to see exactly who shows up when we run these ads that we thought were highly targeted.

If you’re running ads, watch closely who they bring to you. Use a tool like RB2B.com to see who is really showing up.

Maybe you’ll be pleasantly surprised. Maybe you’ll be happy with the ratio. Maybe you’ll see what we did and want to run quickly to Google Ads and hit the pause button.

To finding the better half of our ad spend,

Peter

(374 / 500)

If you build it (your app), they won’t come

There’s a myth that if your app is great, it'll naturally attract customers. As if marketing is unnecessary or ‘dirty.’ But the reality is that if nobody sees it or hears about it, it’s as if it doesn’t exist.

If tree falls…

And there is no one there to hear, doesn’t anyone give a damn?

It’s the same with your product. If no one knows it exists, they won’t give a damn. They can’t care, because they don’t even know about it.

Maybe you built the perfect solution to a real problem, but if you expect people to spontaneously discover it, you’re joking mate.

So how do you make sure people actually hear that ‘tree’ fall? Marketing. And it’s everywhere...

Marketing is everywhere

A lot of people assume ‘marketing’ means flashy ads, pushy sales, or fake reviews. Marketing is every single moment you talk about your product—an app store listing, a blog post, a mention in an email signature. It’s how the world discovers what you’ve built.

Don’t be so damn shy

If you’re proud of what you built, share it. Introverted? Psshaw. Great products speak for themselves only if you give them a platform. Write thoughtful articles, do the social media thing, or seed word-of-mouth. Marketing is the bridge between you and the people you hope to help.

Don’t let anyone talk you out of believing that your work is important enough to share. It’s not just good enough to be discovered. It should be so good and you should be so proud to tell someone that when they hear it from you, they tell everyone they know “Look what I discovered!”

There is no Field of Dreams. If you build it, people will not come. Unless you or someone you know tells them about it.

Peter

(323 / 500)

CRMs like Salesforce are for sales teams. Jira targets product managers and engineers. Gainsight and Vitally focus on customer success. These role-specific tools can be helpful, but they often can force us into more rigid processes than we need. Instead of the tools complementing how we work, we work to suit the tool.

Is that best for our teams? For our businesses?

CRMs kind of encourage straight line thinking. Deal flows, tasks, and queues tell us “the best way" to sell, but real sales cycles rarely follow neat funnels. Depending too much on specialized tools can limit creativity and risk taking.

What if these “best in class" tools are constraining? What can we do?

Take stock of everything you use. Review how you use it. Consider cutting back to fewer, more versatile tools.

Why does this matter?

In lots of large companies, entire roles exist solely to manage one tool. Salesforce implementations, for instance, can take forever and cost a fortune, yet often leave users frustrated, even with heavy customization.

Now imagine being a smaller business owner who has to hire someone just to keep others productive in one piece of software. Then multiply that by managers, SOPs, workflows, and more tools—none of which directly boost revenue.

It’s worth asking whether our tools drive our processes or our processes drive our tools. If it’s the former, perhaps it’s time to rethink which tools truly serve us—and which nudge us into straight-line work.

Peter

(272 / 500)

Building a business (much like a marriage) is about a series of commitments and recommitments.

We commit to building the best product. We hit a roadblock. We either recommit and find a way to get it done or we fold.

We commit to a marketing channel. It works until it doesn’t, because most channels eventually lose steam. We either recommit to finding our growth channel or we fold.

We commit to one another (as partners, as customer:vendor, whatever). The inevitable rough patch hits. We either recommit to serving one another or we fold and walk away.

Growing anything starts with a commitment, but it is kept going by recommitting. Regularly and often.

I’ve spoken with a few people recently who see recommitment as a sign of weakness or flagging interest. “You shouldn’t let it get to the point where you have to recommit,” they said.

Bullshit.

Who here isn’t juggling a million little things, each one pulling for attention and “give a damn” energy? Every tug away from our main purpose, even a little 1% deviation, can pull us way of course. That’s why recommitment is so important.

It’s a validation of our direction and our willingness to keep going.

This may sound all frufru and new-agey, but if you hold your judgment for a moment and think about it: you recommit to everything every day, because once you take a break or leave work to be done tomorrow you’re forcing the decision to stop or keep going.

If you believe in what you’re building, commit and recommit often. It’s worth it.

Peter

(304 / 500)

But if we don’t tell it what it needs to know, the answers lose their shine.

There’s a hidden cost (which doubles as a massive benefit) to training up AI support agents. It’s this:

You must have rock solid, accurate, and up-to-date product documentation.

At first, an AI agent seems simple. Show it our docs. Turn it on. Watch it work magic.

And to some degree that is what happens. But then we go and change the product just a little, which means a little error in our documentation. Which of course means the AI doesn’t know what happened and will keep telling people what the product was like yesterday.

The moment we turn on an AI agent is the moment our documentation has to be spot on. This could mean a small tweak to our workflows for how we write our release notes and update our docs. But it’s one of those small changes that if not made early enough turns into a big mountain of work.

If you’re thinking about adding AI to your support team, think through how you’re going to keep it up-to-date with your product changes.

Peter

(217 / 500)

The speaker opened his talk by stating that, yes, he is a business owner. He has businesses in two countries. But no, this is not going to be a business talk.

Wait, what?

I turned in my seat, scanning the room to find someone to make a confused face at. Are we in the right place?

Nobody else seemed to too surprised, so I twisted back towards the front and settled into my seat.

It was not a business talk. It wasn’t a bad talk. In fact, it was funny and enjoyable. But it wasn’t what I had come for. Despite laughing and enjoying it, I left feeling a bit robbed and put off.

When we put our products and businesses in front of people, we make a promise. We communicate that promise with positioning and messaging — very important to get right. Part of getting it right is to set the proper expectation in the people we want to sell to.

Despite having an enjoyable morning at this event (after getting over myself and settling in) I won’t be quick to sign up for another event by this speaker or the event producer.

It’s the same when logging into a new piece of software. Do I see what I expect to see? If not, the odds are that I’ll Command+W (close) the tab in a heartbeat and not look back.

With luck, we get a lot of chances to set expectations. We don’t, however, get many chances to meet those expectations. Often, we get one chance. And if we blow it, we burn a potential customer.

Three places I’m looking to see if we at Accoil set the right expectations:

1. Our home page. It’s where most people will first learn about our product.

2. Our documentation and help content. When people look for help using our product, are they getting accurate and honest advice?

3. Our sales calls. Either in recordings or notes in the CRM, what do we actually say to people we want to sell to? Is there anything we’ll regret or that will mislead?

It’s easy to set the wrong expectations. We’re often so close to our own products that we don’t see them and experience them the same way someone will with fresh eyes — and that’s often enough to set the wrong (or even slightly off) expectations.

Peter

(439 / 500)

If you saw Intel Inside, you knew you had a decent computer.

AI ain’t no Intel. So, AI is not something to splash around your packaging or your messaging in the hopes of making people automatically associate your product with The Best.

It seems to be the opposite.

In an unscientific study barely conducted by me, B2B software buyers are more interested in A) what a product can do for them, and B) that said product isn’t going to steal their data and lie to them.

AI has become a bit of a bogeyman when it’s put front and center. It’s almost as if people are wary of products that don’t have anything else to talk about. “Yeah, but we have AI” means exactly nothing because AI means almost anything right now.

So where to from here?

Back to the basics. Products built to solve problems get attention. How they solve the problem is a secondary concern. Should we all build with AI Inside? Yes, but we need to be careful about its role and we need to be careful about how we talk about what it does in our products.

Adding an AI feature is a sugar hit. Just like many releases and launches. It may give you a quick bump in website traffic and demos, but it is not the answer to your growth problems.

Build with it. Make sure it adds value and respects data. But don’t fool yourself into thinking that it’s the one feature everyone has been waiting for you to release.

Peter

(296 / 500)

Extravagant plumage is expensive. It signals health and vitality not because its colorful, but because it is so costly to produce that the bird with the biggest, loudest tail has to be worth investing in.

Strut your (business) stuff

There are plenty of ways to peacock in the business world, too. The longer I spend working on businesses, the more I think there’s huge value in them. Some are actually costly. Others only appear that way.

1. Ad campaigns (or at least persistent ones) — running ads signals that a company is doing well enough that they A) have cash to spend on things like search ads and billboards, and B) know who they serve well enough to target them with said ads. Ads can cost a ton or just a little. Either way, showing up where your customers are is always a good thing. Speaking of which…
   

2. Donations and sponsorships — probably more costly than running ads, sponsoring key events and donating to high-profile causes is a strong sign that you’re an established player. Atlassian recently announced their sponsorship of an F1 team, planting them firmly in the enterprise space. Want to really signal strength? Sponsor low-profile causes and pretend like you didn’t.
   

3. Regular product launches — This is maybe the most underutilized peacocking. Especially if you’re a small team. Regular product releases signal that you’re building a lot, you’re adding value, and that you’re to be taken seriously. Of course, the releases should be value-add, not just dark mode (yes, dark mode is valuable to many). This is the only one that lets you refresh the narrative often.

Each of these is especially great if you have the marketing machine tuned to amplify them. Pay for ads, but also post about them on LinkedIn. Sponsor events and use that as editorial, advertorial, and social material for months before and after the event.

Develop a simple playbook for each product launch and you’ll never run out of things to say on the socials.

Great products can win markets, but until you peacock about them and the world knows they exist, they never will.

Peter

(397 / 500)

PS: Thought of another one — testimonial peacocking. Let your customers do the strutting for you.

Meeting memory is like muscle memory. The more you practice running meetings a particular way, the more automatic it becomes.

This is a good thing when the meeting memory is productive and values everyone’s time. It’s awful when meeting memory takes us into minutiae and tactical things.

Like muscle memory

I liken this distinction between good meetings and bad meetings to a problem I have: my truck is a manual. When I brake, both of my feet go to work. One pushes the brake. The other depresses the clutch. It’s automatic.

This causes a problem when I drive my wife’s SUV, which is an automatic.

When pulling into our driveway, if I don’t think about which car I’m in both feet go to the floor. In my truck, that’s a good thing.

In the SUV it means my face nearly kisses the windscreen, my kids fly against seatbacks, and we leave skid marks on the road. My left foot’s muscle memory is to push something to the floor — and it finds one side of the brake pedal to do just that. Screech. Oof. Skid marks to prove it happened… again.

Like the skid marks, we have meeting minutes to prove when our meetings are too tactical. This has happened to us lately at Accoil. Leadership meetings are in the weeds and we’ve developed meeting memory that kept us here for a while.

Why is this bad?

1. Leadership is about direction and strategy. Sure we’re a small team and we each wear the strategic and tactical hats. But if all we focus on is the day-to-day, we lose sight of where we’re going.

2. It robs our teammates of their autonomy. Why build a team of kickass people if you’re going to take away their ability to make decisions and do their work?

3. It slows everything down and everyone feels it. There is a very real sensation when teams move fast, build cool stuff, and get shit done. Tactical leadership acts like an anchor, dragging momentum to a slow crawl.

Fixing the meetings

I have stubbornly ignored many people over several years telling me about the Entrepreneurial Operating System® (EOS) meeting structure. It’s time to give it a look.

This feels like the first step of an addict program, admitting we need to raise the level of our leadership meetings. I don’t say that lightly. This isn’t AA, but it is existential for our business.

The first step is to do weekly Level 10 (L10) Meetings with our leadership team.

That’s the story for now. I’ll share more on this in future notes. Until then, I have a favor to ask:

If you have leadership meetings that are routinely tactical and in the weeds, let me know and let’s do this L10 stuff together.

TTFN,

Peter

(484 / 500)

Go big or die trying?

It is a time for big bets. That means three things:

1. Some companies will pull so far ahead that they will dominate

2. Some companies will flame out trying to take their moonshot*

*Maybe we should call them MarsShots if we’re thinking 100x

There will be those who play the slow and steady game, building incremental gains. Those companies can do really well, but they will never be giants. For a lot of business owners, that’s perfect. Build a business that provides value to happy customers, make good money and give teammates good lives.

Those taking the MarsShots aren’t in it for incremental gains. They’re in it to make it to Mars or die trying (while being gobbled up by a private equity firm).

100x is demanding

Building 100x demands a very intense level of problem:solution awareness. You have to know the problem so damn well that you can see around corners and find that as-yet believable way to solve it.

Companies like Equals can do it. A new kind of CRM like Clarify can do it, too. They’re taking on giants and that requires the biggest of thinking and the deepest understanding of very particular problems.

It will take resources, guts, grit, and a whole lotta grinding it out.

Is 10x the secret to 100x?

Products like Basecamp are 10x products with a twist. For these products and the companies that build them, there are two parts to the 10x equation:

Part I — 10x better

Part II — for a specific type of customer

It’s easier to build 10x when you build for people who think and act a bit different. Steve Jobs knew this. He said it in this iconic and amazing ad:

If you can find your tribe and build a 10x experience for them, I think it could amount to a 100x solution for a lot of other people. A bunch of weirdos and misfits were the first to buy into Apple’s 10x vision.

It was 10x better than what the misfits were used to. 10x better than the “average” consumer products.

And when enough of the misfits discovered a 10x better product, the rest of the world noticed. And to them, the rest of us normies, going from Windows XP to MacOS X felt like a 100x leap.

So the challenge is to build 100x and maybe we can do it by serving really well “our people.” The misfits like us.

Peter

(418 / 500)

I can show up every day and do the work, even when I don’t feel like it.

That seems to be the secret to making something work. Showing up. Doing what needs to be done.

It takes what it takes to build a business, build a habit, become something more than yesterday.

Sure, showing up isn’t the whole equation. There are no rewards for just being here. But it’s the start of the equation and whatever it takes to convince yourself that “this is what we do” every day is worth it.

Thanks for being here. I’ll be back tomorrow.

Peter

(129 / 500)