Start-up of You, Visual Summary

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THE
START-UP
OF
YOU
EXECUTIVE SUMMARY

AUTHORS
REID HOFFMAN BEN CASNOCHA
Cofounder and Chairman of Entrepreneur and Author

CHAPTER 1: ALL HUMANS ARE ENTREPRENEURS
CHAPTER 2: DEVELOP A COMPETITIVE ADVANTAGE
CHAPTER 3: PLAN TO ADAPT
CHAPTER 4: ...

All human beings
are entrepreneurs.
When we were in the caves,
we were all self-employed...
finding our food, feeding
ours...

To adapt to the CHALLENGES of professional life today...

We need to rediscover our ENTREPRENEURIAL INSTINCTS
and use them to forge new sorts of careers.

Whether you’re a lawyer or
doctor or teacher or engineer
or even a business owner...

Today you need to also think of
yourself as an entrepreneur at the
helm of at least one living, growing
start-up venture: ...

The old career escalator is JAMMED.

Age-old assumptions about work have come UNDONE.

There are NEW RULES, and you need to know them
—or else you may be on track to IRRELEVANCE.

2
The solution has two parts.

FIRST, a mindset of
PERMANENT BETA

FIRST, a mindset of
PERMANENT BETA

FIRST, a mindset of
PERMANENT BETA
• Think of yourself as a WORK-IN-PROGRESS.

FIRST, a mindset of
PERMANENT BETA
• Think of yourself as a WORK-IN-PROGRESS.
• INVEST IN YOURSELF every single day.

Second, an entrepreneurial, adaptive
SKILL SET
taken from the very best of Silicon Valley.

It’s these SKILLS that we explain
in the chapters ahead.

CHAPTER 1: ALL HUMANS ARE ENTREPRENEURS
CHAPTER 2: DEVELOP A COMPETITIVE ADVANTAGE
CHAPTER 3: PLAN TO ADAPT
CHAPTER 4: ...

Differentiate or die.

Differentiate or die.
To beat the competition,
companies develop
CLEAR REASONS WHY
a customer should pick
the...

Zappos massively DIFFERENTIATED ITSELF
from other e-commerce companies by offering
free shipping both ways and 24/7 cust...

Similarly, in a world where
A MILLION PEOPLE CAN DO YOUR JOB...

CHART A CAREER PATH
that sets you apart from other professionals.

You don’t need to be better than all professionals.

You don’t need to be better than all professionals.
You just need to be better in a
LOCAL, PROFESSIONAL NI...

THREE DYNAMIC, CHANGING PUZZLE PIECES
comprise your position in the market
and, when paired with a plan,
d...

1. ASSETS
What you have going for you now.

1. ASSETS
What you have going for you now.
Your SOFT ASSETS
(e.g., knowledge, skills, connections)

1. ASSETS
What you have going for you now.
Your SOFT ASSETS Your HARD ASSETS
(e...

2. ASPIRATIONS
& VALUES
Where you might like
to go in the future.

3. MARKET REALITIES
What people will actually
pay you for.

One without the others DOESN’T WORK.

Skills that can’t earn money
WON’T GET YOU VERY FAR.

Following your bliss but not
being very good at your bliss
WON’T BE TOO BLISSFUL
after long.

And being a slave to the market regardless of your likes
and passions ISN’T SUSTAINABLE over the long run.

One way to upgrade your competitive position is by
upgrading your assets—i.e., INVESTING IN YOURSELF.

You can also become
more competitive by
CHANGING THE
ENVIRONMENT
you play in.

Some American basketball players not good enough to
play in the NBA play SUCCESSFULLY in Europe.

Their SKILLS don’t change,
but the MARKET does.

Picking a MARKET NICHE
where you’re better than
the competition is key to
entrepreneurial strategy.

CHAPTER 1: ALL HUMANS ARE ENTREPRENEURS
CHAPTER 2: DEVELOP A COMPETITIVE ADVANTAGE
CHAPTER 3: PLAN TO ADAPT
CHAPTER 4: ...

POPULAR CAREER PLANNING ADVICE
says you should decide where you want to be in
10 years and then develop a plan for getting...

POPULAR CAREER PLANNING ADVICE
says you should find your passion
and then pursue it.

These philosophies have serious strengths,
but also HUGE DRAWBACKS.

They presume A STATIC WORLD.

They presume A STATIC WORLD.
In fact, you CHANGE, the competition
CHANGES, and the...

They presume that fixed, accurate self-knowledge
can be easily attained through INTROSPECTION.

They presume that fixed, accurate self-knowledge
can be easily attained through INTROSPECTION.
In fact...

Entrepreneurial career planning
and adapting is about being
FLEXIBLY
PERSISTENT
always ready to adapt, but also
persis...

MAKE EXPLICIT THE
ASSUMPTIONS AND
HYPOTHESES IN
YOUR PLAN.

MAKE EXPLICIT THE
ASSUMPTIONS AND
HYPOTHESES IN
YOUR PLAN.
You’ll never have complete certainty.

MAKE EXPLICIT THE
ASSUMPTIONS AND
HYPOTHESES IN
YOUR PLAN.
Identify areas of incomplete knowledge
...

MAKE EXPLICIT THE
ASSUMPTIONS AND
HYPOTHESES IN
YOUR PLAN.
...and make plans that will
help...

PRIORITIZE LEARNING.
>

PRIORITIZE LEARNING.
>
Just as start-ups in the early days
prioritize learning over profitabilit...

PRIORITIZE LEARNING.
>
...so should you prioritize learning (soft assets) over
cash salary (h...

PRIORITIZE LEARNING.
>
In the long run, you’ll likely lead
A MORE MEANINGFUL LIFE,
as well as ...

LEARN
BY DOING.

LEARN
BY DOING.
ACTIONS, NOT PLANS,
will generate the lessons
that help you adapt to
the next phase of your
journey.

THINK TWO
STEPS AHEAD.

THINK TWO
STEPS AHEAD.
What next move will MAXIMIZE
the quantity and quality of
follow-on opportunities?

Then craft an experimental PLAN A,
an alternative PLAN B, and
an unchanging, certain PLAN Z.

PLAN A
What you’re doing now.
Your current implementation of
your competitive advantage.

PLAN B
You pivot to B when
your plan isn’t working
or when you discover
a better way toward
your goal.

PLAN Z
You shift to Z if something goes seriously
wrong. It’s the lifeboat you can jump in if
your plan fails and you need...

Did you know that
started out as a multiplayer online game?

Did you know that
started out as a “digital wallet” for storage only?

Did you know that
JERRY
SPRINGER
was mayor of Cincinnati?

Did you know that
SHERYL
SANDBERG
began her career in India?
There, she worked on
public health projects
...

An experimental PLAN A,

An experimental PLAN A,
an alternative PLAN B, and

An experimental PLAN A,
an alternative PLAN B, and
an unchanging, certain PLAN Z.

An experimental PLAN A,
an alternative PLAN B, and
an unchanging, certain PLAN Z.
This is
ABZ PLANNING ...

CHAPTER 1: ALL HUMANS ARE ENTREPRENEURS
CHAPTER 2: DEVELOP A COMPETITIVE ADVANTAGE
CHAPTER 3: PLAN TO ADAPT
CHAPTER 4: ...

Relationships matter to your career no matter the
organization or your level of seniority because, ultimately,
EVERY JOB B...

People control
RESOURCES, OPPORTUNITIES, INFORMATION
and the like.

And THE PEOPLE YOU SPEND TIME WITH
shape the person you are today and
the person you aspire to be tomorrow.

I
Think of it as “I-to-the-We”.
We
An individual’s power is raised exponentially
with the h...

There are people you know in a PERSONAL context.

There are people you know in a PROFESSIONAL context.

Generally, you keep the two lives
S E P A R A T E
for reasons of both etiquette and
potential conflict of loyalties.

However, sometimes you’re PERSONAL
friends with a PROFESSIONAL colleague.

In these instances,
THE CONTEXT
in which you engage
the person shapes
the right approach.

2
There are two types of
PROFESSIONAL RELATIONSHIPS

1. ALLIES
People you consult regularly for advice.
You trust their JUDGMENT.

Second, you
PROACTIVELY COLLABORATE
on opportunities together.

You keep your antenna especially attuned to an
ally’s INTERESTS, and when it makes sense
to pursue something jointly...

When an ally comes into conflict,
you DEFEND him, and stand up for his reputation.
And he does the same for you when time...

2. WEAKER TIES AND
ACQUAINTANCES

While not as vital as allies, acquaintances usually
INTRODUCE DIVERSITY to your network.

They tend to hail from different social circles or
industries and so they can be useful to find opportunities
or intel...

While there’s a limit to the number of
people you can ever know at one time...

...you are part of a broader network of
FRIENDS OF FRIENDS and
FRIENDS OF FRIENDS OF FRIENDS
—second and third de...

Your network is
BIGGER
than you think.

If you’re connected to a couple hundred people on LinkedIn,
you’re actually at the center of an extended network
...

If you’re not asking for or giving INTRODUCTIONS
to these second or third degree connections,
you are not fully ...

Finally, remember
that relationships
are like any living thing...

If they’re not getting
STRONGER,
they’re getting
WEAKER.

STRENGTHEN
RELATIONSHIPS
by sending articles,
making introductions,
collaborating on projects,
and staying in touch.

Consider creating an
INTERESTING
PEOPLE FUND
to which you automatically
funnel a certain percentage
of your paycheck.

Use it to pay for coffees,
lunches, and the occasional
plane ticket to meet new
people and shore up
existing relationships.

CHAPTER 1: ALL HUMANS ARE ENTREPRENEURS
CHAPTER 2: DEVELOP A COMPETITIVE ADVANTAGE
CHAPTER 3: PLAN TO ADAPT
CHAPTER 4: ...

The trajectories of remarkable careers are NOT
slow and steady up and to the right.

Rather, they are marked by
BREAKOUT OPPORTUNITIES
—career experiences that lead to unusually rapid gains.

You can develop HABITS OF BEHAVIOR that increase
the likelihood you find great career opportunities.

BE IN MOTION AND COURT
SELECTIVE RANDOMNESS.

When you do something, you stir the
pot and introduce the possibility that...

...seemingly random ideas, people, and places will
collide and form new combinations and opportunities.

TAP THE NETWORKS AND ASSOCIATIONS OF PEOPLE.

OPPORTUNITIES do not float like clouds in the sky.

They're attached to PEOPLE.

If you're looking for an OPPORTUNITY,
including one that has a financial payoff,
you're really looking for a PERSON.

Join CONFERENCES and CLUBS.

Better yet, START YOUR OWN.

There will be times when your back’s against the wall,
when you’re low on resources or time, and when you’ll
have to get ...

Constraints can be a blessing in disguise:
it’s amazing how RESOURCEFUL one can get
when one has no choice but to be resou...

The founders of Airbnb were running out of cash,
but they still believed in their idea.

To buy more time to figure out a way to scale their business,
they did what any hustling entrepreneur would do...

They sold cereal.

Riding presidential election fever, they developed
custom-designed cereal boxes for the candidates.

And the extra cash — $20,000 in profit — bought them
enough time to figure out how to turn a consistent profit.

CHAPTER 1: ALL HUMANS ARE ENTREPRENEURS
CHAPTER 2: DEVELOP A COMPETITIVE ADVANTAGE
CHAPTER 3: PLAN TO ADAPT
CHAPTER 4: ...

Risk tends to get a BAD rap.

We associate it with things like
LOSING MONEY
in the stock market...

...or riding a motorcycle
WITHOUT A HELMET.

But risk isn’t the enemy—it’s a
PERMANENT PART OF LIFE.

In fact, being proactively INTELLIGENT
about risk is a prerequisite for seizing
those breakout opportunities.

There’s COMPETITION for good opportunities.

And because of that, if you can intelligently take on risk,
you will FIND OPPORTUNITIES others miss.

Where others see a RED LIGHT...

...you’ll see GREEN.

EVERY possible career move contains RISK.

If you don’t have to seriously think about
the risk involved in a career opportunity...

...it’s probably NOT the breakout opportunity you’re looking for.

Learning how to ACCURATELY ASSESS
the level of risk in a situation isn’t easy.

Risk is both PERSONAL and SITUATIONAL.

What may be risky to you
may NOT be risky to someone else.

So here are a few RULES OF THUMB for thinking
about the risk associated with opportunities...

Overall, it’s probably
NOT AS RISKY
as you think.

We’re wired for evolutionary reasons
to OVERESTIMATE risk.

If you can tolerate the
WORST-CASE OUTCOME,
be open to it.

If the worst-case outcome means death, homelessness,
or being permanently unemployed, AVOID IT.

DON’T CONFLATE UNCERTAINTY WITH RISK.

DON’T CONFLATE UNCERTAINTY WITH RISK.
There will always be unknowns.

DON’T CONFLATE UNCERTAINTY WITH RISK.
There will always be unknowns.
This doesn’t mean it’s risky.

You can never fully predict
how or when ILL-FORTUNE will strike.

Instead of placing faith in your ability
to anticipate all that could go wrong...

BUILD UP RESILIENCE
to unimaginable blowup.

Achieve stability by introducing low levels of volatility—
by introducing SMALL RISKS ON A REGULAR BASIS.

Ideally, your day job has
VOLATILITY BUILT-IN.

A freelance editor has to
HUSTLE MORE
day-to-day than the staff editor.

An independent real estate agent
GOES HUNGRY
MORE DAYS
than the big-company agent.

Those who
REGULARLY DEAL
WITH SMALL RISKS
will never starve.

CONTROLLED BURNS
Those who
REGULARLY DEAL
WITH SMALL RI...

They will never be ENGULFED BY THE BIG RISKS.

CHAPTER 1: ALL HUMANS ARE ENTREPRENEURS
CHAPTER 2: DEVELOP A COMPETITIVE ADVANTAGE
CHAPTER 3: PLAN TO ADAPT
CHAPTER 4: ...

The most meaningful
way to differentiate
your company from
your competition, the
best way to put distance
between you and ...

This could not be truer today.

This could not be truer today.
But the way we’ve been socialized to
think about information and knowledge is
RADICALLY ...

Our educational system trains us to MEMORIZE FACTS
stored in textbooks and then regurgitate them on an exam.

But as a modern professional,
you can’t acquire knowledge this way,
because the knowledge you need isn’t static—
...

You CAN’T CRAM your brain with all the relevant
information that might possibly be relevant to
your careers, then de...

In the world of work, EVERY DAY IS EXAM DAY.

EVERY DAY brings new, unpredictable
challenges and decisions.

Stockpiling facts won’t get you anywhere.

Stockpiling facts won’t get you anywhere.
What will get you somewhere is being able to access
the information you need WH...

You get the intelligence you need to make good career
decisions by TALKING TO PEOPLE in your network.

IT’S PEOPLE who help you understand your
assets, aspirations, and the market realities.

IT’S PEOPLE who help you vet and get introduced
to possible allies and trust connections.

IT’S PEOPLE who help you track the risk
attached to a given opportunity.

What you get when you tap into other people’s
brains is called NETWORK INTELLIGENCE.

To pull intelligence from your network,
you need to MAP YOUR NETWORK
so you know who knows what.

Then you need to ask questions
that elicit USEFUL ANSWERS.

So START tapping into your network.

START investing in skills.

START pursuing breakout opportunities.

But most of all, START forging
your own differentiated career plans.

But most of all, START forging
your own differentiated career plans.
START adapting these rules
to ...

For life in PERMANENT BETA,
the trick is to NEVER STOP STARTING.

The start-up is YOU.

READ
THE BOOK
TO TRANSFORM
YOUR CAREER
Click Here

SHARE THIS
WITH SOMEONE IN
YOUR NETWORK
AS A SMALL GIFT

Start-up of You, Visual Summary

Start-up of You, Visual Summary

Start-up of You, Visual Summary

Start-up of You, Visual Summary

Start-up of You, Visual Summary

Start-up of You, Visual Summary

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