Ambivalence of the environment /  by Alexander Lyadov

 

People with different professions, aspirations and achievements, as well as from different social strata, come to the pool. As they take off their clothes, they erase it all from themselves like a pencil eraser. Wearing a swimming cap, swim trunks and goggles, they look like creatures of another species whose function, at least temporarily, is to exist in an aquatic environment.

Here very specific skills are of value, and all other “assets” — money, acquaintances, status or knowledge from other spheres — become superfluous or even drag them to the bottom. The person finds himself alone with an environment that is alien to him, and therefore hostile. As soon as one makes a mistake, breathes liquid instead of air, the body is filled with panic: “I’m drowning! SOS!”. Of course, there are swimmers on nearby lanes, and somewhere above is a coach. So everyone gets rescued in time. But the amygdala doesn’t care about that, it senses the real danger correctly. Everyone must learn to survive in this strange environment by himself. Otherwise, water will kill a man — either instantly, when he falls overboard once, or gradually, due to fear, which pushes him to avoid lakes and rivers.

But when the problem of survival is solved, then the hitherto hostile environment opens its other, benevolent side. It turns out that water gives a unique in its uniformity load on the whole body, is a kind of meditation, and, according to the senses, a person comes out of it renewed. For a good swimmer, the phrase "like a fish in water" may not use the word "like," for it is true. It no longer matters whether he succeeds on land, whether he graduated from Stanford, or whether he limps when he walks. Water accepts man as he is, but on one condition — he is willing to interact with his environment in a humble, efficient and harmonious way.

Replace the water in the text with the market and the swimmer with the entrepreneur. The comparison illustrates why one gets choked by the first wave, while the other turns all change to good.

Sincerely yours,

-Alexander

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What limits a manager’s growth? /  by Alexander Lyadov

 

There are individual and universal answers to this question. The first involves an analysis of the strengths and weaknesses of a particular person, his or her long-term goals and time horizon.

The universal answer is useful for many businessmen in different situations: The growth of a manager is mostly limited by what he does not consider his own limitations. Figuratively speaking, the blind spot, Latin punctum caecum, is an area on the retina, which has no photoreceptors, is not sensitive to light, and therefore a person does not see anything in this area.

You can’t solve a problem that doesn’t seem to exist. One must first take the trouble to describe it, and then to take hold of it. Without a precise formulation of the problem, any, even heroic efforts to find a solution are useless.

But what is to be done? For it all sounds like a dead end. Unlike the design of the eye, the blind spot in our minds is not the design of nature. In fact, it is a learned blindness, that is, our refusal to see that which, for whatever reason, frightens us, disgusts us, or hurts us.

So there is a reliable rule of thumb — you must turn your gaze to the darkest corner of your life. A saying of the medieval alchemists stated: “In the dirt you will find everything.” What you feel is right, but what makes you uncomfortable, is the limitation you are looking for, that is, the area of personal investment for future growth.

You can also seek help from others to speed up the process. If the eye does not see itself, it will be helped by a mirror in the form of feedback from others. The only thing to remember is that the quality of the response is determined by the quality of your question. It is a special art how to get valuable feedback.

Besides, it makes no sense and is even dangerous to ask for feedback from everyone. Too few people are able to separate their attitudes toward you from their personal traumas and childhood projections.

To sum it up: if a manager wants to grow professionally, he or she should:

1) Recognize the inevitable existence of his or her blind spots;

2) Look for the “blind spots” by voluntarily facing his fears;

3) Ask for feedback about himself from mature people, whose experience, objectivity, and kind attitude the manager trusts.

Sincerely yours,

-Alexander

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Saying Goodbye to False Beliefs /  by Alexander Lyadov

 

I remember an experienced entrepreneur confessing after a transformational session that it was my vivid metaphors, hyperboles, and humor that helped him see and accept the important things that his mind was otherwise very resistant to. I understand him very well, since as a client in psychotherapy I often experience the same inner struggle. Some belief has been a part of me for so long and is so dear to me that to part with it is like a yakuza to do jubitsume (Jap. 指詰め), that is, to voluntarily cut off a phalanx of one’s finger.

Reexamining one’s core assumptions and beliefs really feels like an earthquake when the ground suddenly drops out from under one’s feet. No wonder so few people are willing to subject themselves to such “torture” on principle, let alone as a ritual once a quarter or a week. However, reality doesn’t care about people’s feelings - it hunts tirelessly and ferociously destroys all lies. If a belief is wrong, sooner or later a person will collide with reality. If a minor belief collapses, a person gets off with a minor scare. But the sudden and forced destruction of an axiomatic assumption a person may not survive. Or turn into a vegetable, become a monk, or go to the islands, forgetting about business, family, and friends.

Once one has experienced a non-fatal collision, an intelligent person chooses between two evils in favor of the lesser one. Is it worth avoiding what’s coming anyway? Isn’t it then better to enter into contact with the unknown, but on your terms? After that, all that remains is to shake up the monolith of false assumption with metaphors, explode it with hyperbole, and cool it down with jokes. When the dust settles, one is surprised to discover that having lost something, one has gained much more in return. New degrees of freedom take one’s breath away.

Sincerely yours,

-Alexander

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Non-linearity /  by Alexander Lyadov

In life, many good things happen non-linearly.

Nothing happens for a long, long time, and then — bam! Get the prize.

And the longer the search and the deeper the well, the higher the column of oil up.

But there is no guaranteed reward for the sacrifice made.

This uncertainty is a systemic risk that cannot be avoided.

One refuses to play the “unfair” game at all.

Another is filled with hatred that his super effort is “not appreciated.

And only a third stubbornly moves forward, in spite of everything.

When one realizes his function, meaning redeems sweat, tears and blood.

At worst, he learns something new. At best, he’ll win it all.

That’s what a true entrepreneur is.

Sincerely yours,

-Alexander

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Who are you? /  by Alexander Lyadov

 

The average person is convinced that it’s hard to make the first million.

Investor Peter Tiel pointed out that it is extremely difficult to make one from zero.

Ostap Bender admonished Shura Balaganov: “And then it’s not money anyway. You need an idea.”

Everyone agrees that it is the initial stage that is covered by the great mystery.

Later, the thing is much clearer and easier to scale.

But one important fact remains in the shadows.

In any activity this metamorphosis must be made personally by everyone.

Whether it’s a new profession or an ambitious startup, there’s no fire without the first spark being struck.

Of course, you can learn what to do and what mistakes to avoid.

But you still have to fine-tune the chosen venture to fit your personality.

If you take a tiny or giant step into uncertainty, what do you call you?

That’s right, you are an entrepreneur.

Not in form, but in spirit.

Yours sincerely,

-Alexander

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Forget the competitors /  by Alexander Lyadov

 

You need to study your customers, not your competitors.

“Why?”

The best competitive position is when a company has no competitors.

“Is it possible?”

Yes, if in the perception of customers, the company creates phenomenal value.

“But how?”

By honing its product/service to the real needs of its customers.

“What does this mean?”

Customers don’t know their real needs, or they would have solved them long ago.

“So what to do?”

Focus on those customers who are most valuable to you.

“And then?”

Devote 100% of your attention to learning about their problems.

“What about my competitors?”

You don’t have them, because no one else is willing to make that kind of sacrifice.

Yours sincerely,

-Alexander

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Whose responsibility is that? /  by Alexander Lyadov

There’s nothing like a team of smart, energetic, creative people working in unison with the founder. When goals are clear, authority is assigned, and resources are plentiful, human potential blossoms like a lotus and company value goes up.

But there’s nothing worse than paying the salary of someone who is destroying the business when you, as the business owner, aren’t around. The problem is that the human potential remains just as powerful, but changes the sign from “plus” to “minus.” Such an employee acts resourcefully, tirelessly and boldly. In short, shows remarkable qualities, but unfortunately, they are directed against you.

Great temptation to accuse people of meanness, ingratitude and cynicism. Pathological characters are found, but very rarely. Usually the cause is something else. When an employee receives a complaint from a founder saying that the business has been harmed, his amazement is a clue: “But this is unfair! After all, I meant well!”

Acting in good faith, an honest, hard-working and competent employee effectively destroys a business if he or she does not know the corporate answer to the global question, “For what?” In other words, if no one bothers to tell the team what the company’s desired future is, they are each forced to speculate and act at their own risk. Misunderstandings, conflicts and squandering of company resources in this case are inevitable.

There is only one person whose responsibility, and by the way, privilege, is to formulate a vision of what the business needs to be in the long run. Not the CEO, not the business consultant, not the investment banker, and not the marketer. If you are the founder of a company, that person is you.

Sincerely yours,

-Alexander

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Model of society /  by Alexander Lyadov

 

Model of society.
Anyone who has had experience in a psychotherapy group is usually surprised. You meet people there who are completely unknown to you, but very quickly you form a “cathode” and an “anode” — there is antipathy to someone, and you are drawn to someone with all your soul. With few exceptions, the first weeks or even months in the group can be uncomfortable. One participant complains that he “has no place,” to another “everyone is hostile,” and a third is “killed by boredom.” Reasons for conflict abound. Fortunately, in group, there is a therapist in charge, as well as rules of behavior. In this way, as in a petri dish, a nutrient environment is created, perfect for analyzing oneself and others. Inevitably there is the insight that the small group is a fractal reflection of your life in society.

You may have wanted to put yourself differently in your new company. But, after a few interactions, you slip into a familiar relationship with people, like a motorcycle pulling into a rut. By the way, in response to your complaints, you will get the astonished look: “To be honest, I had no intention of censuring (seducing, hating or comforting) you.” So wherever you find yourself, you reproduce your world using other people’s words and reactions as the building blocks you need. Sometimes you make an elephant out of someone else’s fly. And sometimes you don’t even need a fly — someone else’s silent presence is enough for your brain to explode with fireworks of hormones. And it’s the same distortion of reality that happens in all of us. Isn’t it a miracle that we understand each other at all?

What a person is like in small things is like in everything else. So even a tiny change in your behavior in a small group cannot fail to affect life as a whole. Engineering, science, martial arts and sports use the prototype, the model, the testing ground and the draft. In essence, a psychotherapy group is a laboratory for personal transformation. And if you are a CEO or founder of a company, any change you make will cascade positively to your team and business performance as a whole.

Yours sincerely,

-Alexander

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Company Vision: Reality and Fake /  by Alexander Lyadov

When it comes to investments, I have had experience on both sides. While managing private equity and venture capital fund, I decided to provide capital to promising companies. Later, for the fund’s portfolio companies or as an independent advisor to the founders, I talked to investors looking to buy a business in part or in whole. From the intersection of different perspectives, I had an insight into how important it is to have a business vision that is real.

Many entrepreneurs don’t have a clear vision for their business at all. One explains it by the high uncertainty of the initial stage of building a business: “What’s the use of thinking far ahead when the company has an acute cash flow problem?”. The other is so bogged down in operational processes, from financial accounting to negotiations with clients, that it seems the company would fly off the rails if only he were distracted by "all those dreams. It’s all excuses. Formulating an effective business vision is not easy, but for another reason, related to the founder's willingness to honestly answer himself a series of existential questions. A separate challenge is to make sure that all employees embrace it and approach each day as best they can.

Usually, a vision is remembered when there is a great need to raise external capital. Going along with investment bankers and brokers, the founder agrees to a made-up investment story by them that will supposedly help sell his business faster. Yes, fabricated presentation materials about the company look tempting. An inexperienced investor might even take the bait, but making an amateur shareholder of your company is like setting off a time bomb. A seasoned investor at the first meeting will ask the founder a couple of direct questions, and this grand vision will melt like ice in the sun. To verify the testimony, the investor will also ask questions of the top managers. And if the business has no real vision, there’s no way to hide that fact.

For experienced entrepreneurs, however, the vision of the company is an extremely valuable working tool.

Yours sincerely,

-Alexander

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”Who are you and what do you do?"
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Chaos and professionalism /  by Alexander Lyadov

“The longer you play, the less influence luck has. Like with all things, the bigger your sample size, the more the quality of your decisions or your strategies matter,” says Liv Boeree, poker champion and science popularizer. Great motivation to find your “game” as early as possible and stay active in it as long as possible, right?

When we first start doing something new, especially if it’s urgent, important, and not by choice, we inevitably get bogged down in chaos. Our heads spin and our hearts explode in our chests. Everything seems equally important. The eyes of unknown predators burn in the darkness. Traps lurk at every turn. In time, however, as the joke goes, “Horror! Horror! Horror!” turns into “Just horror.”

The main thing is that a pattern begins to shyly emerge amidst the chaotic mess of events and impressions. A rut rolls by itself, which the mind cannot fail to notice. More and more often you manage to guess what will happen next. This calms your psyche, and therefore increases your ability to focus and analyze. The feedback loop speeds up, which methodically makes your “model of reality” fuller and more accurate. You move with confidence, notice deviations in time, make decisions prudently, and put them into action with amazing speed. At least in your business, uncertainty is almost never an obstacle to you. On the contrary, thanks to your growing optionality, novelty only delights you, offering one gift after another.

Congratulations! You have become a true professional. The Mastery is just around the corner.

Yours sincerely,

-Alexander

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Your strangeness /  by Alexander Lyadov

Douglas Duncan, Pablo Picasso dancing in his studio, 1957.

Douglas Duncan, Pablo Picasso dancing in his studio, 1957.

Each of us has an oddity of some kind. It’s almost imperceptible among family, friends, or kind colleagues. But, for example, in an unfamiliar company, you can get a raised eyebrow at your “normal” remark or action. There are bound to be those in the world, in whose eyes you are an original, an oddball, and a weirdo. Well, that’s at best. And at worst, you’re a madman, an eccentric, and a freak. The less trust, intimacy and sympathy between you, the more your strangeness turns from cute singularity into a demonic trait.

Also, people usually don’t perceive you for who you are. You are to them like a hyperlink that, when clicked, launches a feature film about their own life. To you, it’s just your favorite coat, but to a person, it’s the color brown that makes them sick no one knows why. It’s amazing how differently passersby react to my dog, who doesn’t even notice them. One person’s gaze warms and a smile appears, while the other hysterically steps aside at the risk of getting hit by a car. The phenomenon is one, but the reactions are a spectrum.

So be sure that your strangeness is bound to confuse, disturb, or annoy other people. No one will admit it, but the reactions will give them away. And it is better to say goodbye to the idea to change yourself. The personality structure is like a skeleton — pump your muscles and get tattoos all you want, but the essence remains the same. It’s more practical to recognize your specificity, accept it wholeheartedly, and make it functional. The irony is that what made them raise their eyebrows yesterday will be what they will thank you for tomorrow. When people get stunning value from interacting with you, they will willingly forgive your eccentricity.

Yours sincerely,

-Alexander

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Business Crossbow /  by Alexander Lyadov

When we say the word “lie,” our imagination pictures crooks fooling naive Pinocchio, or the politician who “promises to build a bridge where there is no river. Far more often a person deceives himself, though this is less obvious. I am talking about false assumptions. Like a layer of grass on a swamp, they create the appearance of solid ground while you make a path with your eye, but fall through beneath your feet as soon as you step on it.

The lie can’t stand contact with reality. But until then, it looks like a monolith. Some assumptions have been instilled in us in the family and are therefore sacred. Others are subtly sewn into the subculture in which we grew up. Others literally saved us when we found ourselves defenseless in a difficult situation. Since then, however, the world, the culture, and, of course, ourselves, have changed greatly. Many assumptions have long since become irrelevant, or even hinder us, like a welder’s mask after dark. The mask is at least noticeable, but it is easy to forget about the sunglass contact lenses. Our perception of events is distorted, but we get annoyed at a “corrupt” and “unfair” world.

In business it is noticeable, for example, by chronic problems, which, like the heads of the Hydra of Lernaeus, stubbornly grow back after the strike of the sword. Or when the founder complains about the lack of reliable partners, because everyone he has met before for some reason tried to deceive him. Sometimes it seems as if an evil fate destroys any entrepreneurial venture at the stage of rapid ascent. But analysis reveals that he is right-handedly breaking what he left-handedly creates.

There is good news in this. The more false assumptions hold your business back, creating tension inside, the more the business accelerates after it is released from them. Just like a bolt finally released from a crossbow.

Yours sincerely,

-Alexander

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A true expert /  by Alexander Lyadov

Splinter with rose in his hand

Unknown artist

It used to be that for knowledge one had to go to the central library or borrow a forbidden book from friends with a promise to read it overnight. I remember as a child gnawing at copies of pages with b/w illustrations of sambo and karate moves. Today the problem is different - how to discern a diamond in a mudslide of content. That’s why in any field I try to find the best expert and draw knowledge from him. In jiu-jitsu — John Danaher, in health — Andrew Huberman, in kettlebells — Mark Wildman, in business — Naval Ravikant, etc.

In addition to the obvious criteria - whether the qualifications are sufficient, whether he is trustworthy, and whether he presents knowledge clearly - what matters to me is whether the expert has a systematic approach. This means a holistic set of interconnected elements, when there is not just a set of lenses of different diopters, but a microscope. The Internet is full of Brazilian jiu-jitsu techniques, which by their exoticism are stirring up interest. The problem is that they don’t relate to each other. Their study makes your fight chaotic - sometimes you get something, but there is no stable result. Also, most tips are only appropriate for specific bout conditions, body anatomy, etc. The one who gives advice does not bother to indicate the limits of applicability of his tool. The student can only wonder whether he is slow-witted, or whether the pseudo-expert is lying.

Coach John Danaher is another matter. Each of his video courses has a clear structure, hierarchy and principles that allow you to quickly grasp a complex topic. All courses, like Lego bricks, fit together perfectly. Therefore, with each studied subsystem, the increase in knowledge is not linear, but exponential. Most importantly, John’s advice is highly reproducible, that is, 99% of the techniques in the video course I can immediately repeat with a sparring partner. Every contact with an expert should leave you with a feeling of infinite depth of knowledge. He is willing to share it generously. All that is required is a willingness to take them.

Sincerely yours,

-Alexander

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Don’t sell /  by Alexander Lyadov

Nothing interferes with the purchase of a product or service as much as the seller’s persistent attempts to impose it on you. Even if you were disoriented, confused, and he managed to sell you something, you will never go to this seller again. Violence, after all, no one likes. Unless it’s consensual, like in sports, sex, or games. Nevertheless, there are many industries whose processes are sharpened for one purpose — how can consumer resistance be circumvented, outsmarted, or hacked?

The idea that the consumer needs to be cracked open like a bank safe seems fundamentally false to me. The implicit assumption is that the product is rare crap and no one will take it willingly. An even deeper assumption is “My product or service cannot be radically improved.” Figuratively speaking, he who is born a spear sees in everyone he meets nothing but a target. In other words, the sense of hopelessness of the impasse breeds resentment and hatred, and they, in turn, justify a willingness to manipulate others to get his way.

Every animal has its own competitive advantage or crowning technique. Man’s gift is his creativity. The ability to ingeniously untie cunning sea knots, tied by fate, allows humans to adapt quickly to anything and successfully survive for 2.6 million years. If ancient man was able to master fire and create tools from stone, can’t a manufacturer in the 21st century reinvent his product so that its value in the eyes of consumers grows exponentially?

When customers derive stunning value from using your service, you don’t have to trick them, smooth-talk, or change their minds. The best sales are when you don’t have to sell anything. Customers happily get in line to buy your exceptional services again.

Yours sincerely,

-Alexander

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The waterfall of life /  by Alexander Lyadov

After birth, each of us, figuratively speaking, finds ourselves in a boat without oars. The waves of the river lull us so sweetly that for some, childhood drags on until they turn gray. But if the process goes right, the young man or girl wakes up in time and greedily explores the world around them. And the world is truly beautiful — the caressing sun, the bottomless blue of the sky and the shores buried in verdure. Although the meaning of the journey is unclear, the flow of vivid impressions makes it impossible to think or feel sad. It seems that it will only get better from here. Of course, from time to time something or someone clouds existence and even traumatizes the psyche. However, the vitality of youth is so strong that the wounds quickly heal, and the lost tail grows back.

After a while, the ear catches a strange noise. A vague uneasiness arises in one’s stomach. It is as if there is a mystery that all, without exception, must learn. But the tumult of hormones drowns out everything, concentrating on relationships, achievements and expanding one’s influence. The noise gradually increases, so that sometimes, in silence, at rest or before going to sleep, a person is paralyzed by terror.

One sooner or later has the insight that the outlandish sound is the rumble of a waterfall. The stability of the river of life is an illusion. All rivers are born from condensed clouds and end up in the ocean. But before all that the river carries has to go down with the waterfall. In flight, everything is scary — the inevitability, the unknown and the altitude.

Since one cannot stop the boat or dock on the shore, over the years one is forced to make a choice — run from or step into one’s fear. Surprisingly, with each step the anxiety decreases, and the harmony of life, even a little, but increases. One can’t help but wonder, “What would my life be like if I accepted reality as it is, all at once?”

Sincerely yours,

-Alexander

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Why is it important to give a name? /  by Alexander Lyadov

By giving your service a name, you gain the right to possess it. The thought I’ve heard is too precious. It’s not about legal rights, of course. In the metaphysical sense, to give a name is to extract something from nothing. The inappropriateness of known categories to describe one’s experience is at first uncomfortable, then painful, and eventually maddening. Why?

A human being orients himself in the world with the help of meaning, even if there is no such “fancy” word in his vocabulary. The fact is that any environment quickly becomes deadly if the understandable, read predictable world turns into a delirium. This is why, for example, in rituals like ayahuasca, there is bound to be a “coordinator." He does not take the psychedelic and makes sure that in an altered state people do not harm others or themselves. By the way, it was a great relief for me when, over time, I began to understand what was happening to me during the most difficult ceremonies. The terms, categories, and analogies I found helped put this unimaginable, horrible, wonderful, wild experience in my head. Logos brought order to chaos and transformed absurdity into value.

I use this insight today when my clients, founders of companies, find themselves knocked down by an uppercut of fate. When uncertainty covers the mind like an impenetrable blizzard, it is dangerous to remain motionless, sinking into sleep because of the risk of freezing. The first thing to do is to name this particular chaos very precisely. Surprisingly, by giving a name, it is as if one is appropriating a formidable phenomenon. The gain of meaning changes the balance of power. Instead of a confused prey, the predator is met by an eager hunter.

Sincerely yours,

-Alexander

You can help Ukraine defend itself and the World from Russian aggression here.

”Who are you and what do you do?"
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The speed of transformation /  by Alexander Lyadov

The development of complex systems is usually non-linear. Society, business, and the individual are no exception. Like gold miners, we have been successfully exploiting a plot of land for some time. But everything eventually has an end, especially the things that are valuable and useful to us.

So scientists find themselves confined to the limits of the accepted scientific paradigm, which is no longer able to explain the growing number of anomalies. Frustration, despair and a sense of deadlock grow in their community. Wolfgang Pauli wrote to a friend a month before Heisenberg’s paper on matrix mechanics pointed the way to a new quantum theory: “At the moment physics is again terribly confused. At any rate, it is too difficult for me; I would rather write scripts for movie comedies or something like that and never hear about physics” [1].

According to the historian Thomas Kuhn, all this marks the transition from a normal phase of scientific development to a revolutionary one. A paradigm shift is required, so that the scientific community breathes a sigh of relief and enthusiastically continues to push the boundaries of the known worlds. Less than five months later, Pauli said: “Heisenberg’s type of mechanics has again given me hope and joy in life. To be sure it does not supply the solution to the riddle, but I believe it is again possible to march forward.”

If such a transition were a trivial matter, all systems would renew and evolve much faster. But the profound transformation of form (Greek “μεταμόρφωσις”) is a sacred process, that is, one that has to do with the suprarational, the divine, the otherworldly. The “before” and “after” states are obvious to all. The mystery is what happens “in-between”. Therefore, at all times a special kind of people have helped to bring about transformation. For the state — it is a charismatic leader, for the scientific community — a visionary scientist, for the individual — a shaman, priest or psychotherapist. It is impossible to delegate the transformation of a business or a person, but it is possible to speed up the process many times over.

Sincerely yours,

-Alexander

You can help Ukraine defend itself and the World from Russian aggression here.

”Who are you and what do you do?"
As a business therapist, I help tech founders quickly solve dilemmas at the intersection of business and personality, and boost company value as a result.

"I have an extremely important business decision to make. Can you help me?
Reserve a time on my calendar that is convenient for you to meet with me. We'll clarify your request and discuss options for how you can help.

Perspective /  by Alexander Lyadov

 

The lack of a long-term vision comes at too high a cost. Although at first glance it seems like it shouldn’t be a problem. Just react spontaneously to opportunities that arise along the way, and enjoy being, breathing in the wind of change. But this is in fantasy; in practice, it’s different.

Perhaps the Buddha could, like a fish, swim with the current of life freely and easily. But most of us are far from such mastery. Something is constantly going wrong in our perception. Daily expectations fail to materialize, to-do plans crumble, and barriers arise at every turn. Any such small bummer is not worth attention, but together they resemble “凌迟” (pinyin), literally: “death by a thousand cuts,” a protracted Chinese execution in the Middle Ages. No wonder there are so many irritated people in traffic jams, even in a fed-up Western metropolis. Nothing deprives the mind of peace like a lack of control over one’s life in trivial little things.

It is different when one has some kind of vision of one’s future in perspective. It is not about detailing in the style of a geodetic map. Quite enough image, drawn with rough brush strokes. But an image that is dear to the person, and therefore irresistibly attracted to him. In this case, any incident of the day is perceived through the prism of a long-term perspective. One constantly asks oneself: “Is this event distancing me or bringing me closer to my goal? Or is it just Brownian noise?” There is less nervousness, stupor and fuss in his life because he has the luxury of choosing his attitude toward sudden change. In turn, calm observation allows in any phenomenon to see not only the harm everyone understands, but also the unobvious benefit.

If your business has long-term goals, the question is, does its founder have a clear vision?

Yours sincerely,

-Alexander

You can help Ukraine defend itself and the World from Russian aggression here.

”Who are you and what do you do?"
As a business therapist, I help tech founders quickly solve dilemmas at the intersection of business and personality, and boost company value as a result.

"I have an extremely important business decision to make. Can you help me?
Reserve a time on my calendar that is convenient for you to meet with me. We'll clarify your request and discuss options for how you can help.

To sell or not to sell? /  by Alexander Lyadov

 

Surprisingly, not all founders think about selling their business. Especially while they have strength, pay dividends, and can’t raise their heads from the routine, the founder pampers himself with illusions: “I’ll own it until I pass it on to my children.” Usually, the question of the sale is actualized or when (rarely) out of nowhere comes a stubborn buyer, or when (more often) something went wrong. For example, because of irreconcilable differences, the co-founders turned into Montagues and Capulets, the owner burned out, the company’s growth slows down, and the economy goes into a dive. But when things are terrible, it’s hard to sell the company, and you can’t get a tangible sum.

On the contrary, it is possible to get the best price only if there is not one but a good number of strategic buyers fighting among themselves for the right to buy. This is only possible when your business is the missing emerald for their “crown”. They lacked your company to make the quantum leap. Notice that it’s not so much about your current financial performance as it is about the extra value that the buyer will create with your business itself. What sets entrepreneurs apart is their ability to put themselves in the shoes of another-a customer, an employee, a supplier, an official, a lender, and finally, the person to whom they want to sell their business.

You might ask, “What if he doesn’t want to?” You know, there’s an intergalactic difference between being forced to sell and having the choice to do so at any given moment. Isn’t entrepreneurship the pursuit of ultimate freedom? The wise founders I know regularly analyze whether their business is ready to sell and work systematically to increase its value from day one. When the transaction happens is not that important to them. But rest assured - the timing will be optimal, the deal is done on their terms and the highest price is paid.

And how ready is your business for sale?

Yours sincerely,

-Alexander

You can help Ukraine defend itself and the World from Russian aggression here.

”Who are you and what do you do?"
As a business therapist, I help tech founders quickly solve dilemmas at the intersection of business and personality, and boost company value as a result.

"I have an extremely important business decision to make. Can you help me?
Reserve a time on my calendar that is convenient for you to meet with me. We'll clarify your request and discuss options for how you can help.

Essence and nonsense /  by Alexander Lyadov

When you become passionate about something new, whether it's a job, a hobby, or a sport, you often pay too much attention to the outward form rather than to the essence. Sometimes it gets to the point of absurdity when newcomers argue fervently and arrogantly about why one trinket is more important than another.

I myself shudder to recall the early years of my motorcycle hobby, when I spent an insane amount of time and money on advanced tuning of my "racehorse". Reading the endless threads of discussions on biker forums, I conducted a multi-criteria optimization before buying the exhaust, turn signals, license plate holder, motorcycle jacket, etc. In terms of the intensity of the analysis process, each decision resembled preparing for a PE fund investment committee meeting about an eight-zero deal. A similar dynamic was repeated in the early years of my fascination with Brazilian jiu-jitsu. Instead of researching the details of the techniques shown by the coach the day before, I collected and double-checked reviews to choose the perfect kimono.

Later, of course, that obsession went away. Hundreds, or even thousands of hours of riding and wrestling drew a clear line in my mind between the essential and the non-essential. I began to understand a philosophy based on the principle of necessity. It is an honest answer to the question, "What is necessary at this moment?" Not someday, but here and now. Not for someone, but for me. It turns out that I need to acquire very little, sometimes even nothing.

And in business, and in life, the main thing that does not require us to make expensive investments, move, change partners and other dramatic upgrades to external forms. Knowing what is most essential allows us to make the choice of the best fulcrum for our effective efforts. Thus, the creation of the most effective leverage occurs solely in our minds.

Sincerely yours,

-Alexander

You can help Ukraine defend itself and the World from Russian aggression here.

”Who are you and what do you do?"
As a business therapist, I help tech founders quickly solve dilemmas at the intersection of business and personality, and boost company value as a result.

"I have an extremely important business decision to make. Can you help me?
Reserve a time on my calendar that is convenient for you to meet with me. We'll clarify your request and discuss options for how you can help.