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Lecture 3 - Before the Startup (Paul Graham)

Lecture Transcript: http://tech.genius.com/Paul-graham-lecture-3-counterintuitive-parts-of-startups-and-how-to-have-ideas-annotated Paul Graham delivers an informative (and highly amusing) talk, addressing counterintuitive parts of startups, in Lecture 3 of How to Start a Startup. See the readings at startupclass.samaltman.com/courses/lec03/ Discuss this lecture: https://startupclass.co/courses/how-to-start-a-startup/lectures/64032 This video is under Creative Commons license: http://creativecommons.org/licenses/by-nc-nd/2.5/

Paul Grahamguest
Sep 29, 201448mWatch on YouTube ↗

At a glance

WHAT IT’S REALLY ABOUT

Paul Graham urges students: learn deeply before founding startups later

  1. Startups are counterintuitive, so founders routinely ignore good advice because it conflicts with their instincts and “gaming the system” habits formed in school and big companies.
  2. The only essential early skill is deep understanding of users and making something people want; fundraising mechanics and “growth hacks” are distractions that can enable “playing house.”
  3. Because startups are all-consuming and irreversibly reshape your life, Graham advises students not to start startups in college and instead use their early 20s for exploration and learning.
  4. You can’t reliably predict who will be tough and ambitious enough for startup life, so uncertainty is normal; the best test is eventually trying—just not while you’re supposed to be a student.
  5. The best startup ideas typically emerge as side projects from people working on genuinely interesting problems (often at the edge of technology) with collaborators they like and respect.

IDEAS WORTH REMEMBERING

5 ideas

Assume your startup instincts will be wrong in key moments.

Like learning to ski, startup success often requires suppressing default reactions; remembering “this is counterintuitive” can create the pause that prevents predictable mistakes.

Trust your gut about people more than your gut about startups.

Your social instincts are well-trained compared to your startup instincts; avoid “impressive but wrong” people and choose collaborators the way you choose friends, after enough time to see how they act under conflict.

User understanding beats startup expertise.

Graham argues the decisive advantage is knowing users deeply (Zuckerberg’s edge), while detailed knowledge of angel rounds, valuations, and other mechanics is optional and can become a dangerous form of procrastination.

Avoid “playing house” and focus on what’s essential.

Many young founders imitate the outward forms—fundraising, offices, hiring—because school trained them to optimize for proxies; the real job is to make something people want and get it into users’ hands.

Ignore “growth hacks” and do the fundamentals.

He frames “growth hacks” as mostly bullshit; sustainable growth comes from building something users love and then telling them about it, often by doing unscalable, manual work early.

WORDS WORTH SAVING

5 quotes

Startups are so weird that if you follow your instincts, they will lead you astray.

Paul Graham

They have neglected the one thing that's actually essential, which is to make something people want.

Paul Graham

Starting a startup is where gaming the system stops working.

Paul Graham

If you start a startup, you're not a student anymore.

Paul Graham

The way to get startup ideas is not to try to think of startup ideas.

Paul Graham

Counterintuitive nature of startupsTrusting instincts about people“Playing house” vs. building something users wantFundraising and the myth of growth hacksGaming the system stops workingStartups as all-consuming life choicesWhy not to start a startup in collegeGenerating ideas via side projectsLiving at the edge of technology (“live in the future”)Role of non-technical foundersBusiness school skepticismFundraising bias against female foundersIncubators and startup studios/labs

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