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Encountering fools:-Chapter IV: Social Intelligence

Suffer fools gladly

“In the course of your life, you will be continually encountering fools. There are simply too many to avoid. We can classify people as fools by the following rubric:when it comes to practical life, what should matter is long-term results, and getting the work done in as efficient and creative a manner as possible. That should be the supreme value that guides people’s actions. But fools carry with them a different scale of values.They place more importance on short-term matters-grabbing immediate money, getting attention from the public or media, and looking good. They are ruled by their ego and insecurities….You can distinguish them by how little work they get done, or by how hard they make it for others to get results. They lack a certain common sense, getting worked up about things that are not really important while ignoring problems that will spell doom in the long run…

when encountering fools, you must adopt the following strategy: they are simply a part of life, like rocks or furniture…This will allow you to smile at their antics, to tolerate their presence as you would a silly child, and to avoid the madness of trying to change them…If they are causing you trouble, you must neutralize the harm they do by keeping a steady eye on your goals and what is important, and ignoring them if you can…”

MASTERY: by Robert Greene


Each startup founder longs for global control — the sort of unstable development that takes you from an idea to million or billions of individuals utilizing your product around the world. this is usually what is on your mind when developing your business.

You see, rapid growth is rarely a one time big boom. However, it is significantly more about building up the correct procedures. Before you can develop, you need to have an item that clients adore and with the capacity to create enough income to make it profitable, preferably an expansive benefit.
There are bunches of extraordinary products and lots of succulent markets, however to grow quick you need to have discovered the correct item for the correct market. The idea is that you build as little of your product as possible, test it with real customers, then make quick



changes to the product, and repeat.
One vital dependable guideline is that it’s significantly less demanding to repeat and refine toward product-market fit at small scale than once you’ve started to grow. It’s vital to ensure you’re developing the business model before you spend a lot of capital on scaling it. Solid confirmation of product-market fit may be as basic as a few hundred active clients or a couple of key customers, yet it may likewise require more broad testing and development to truly approve your model.
Once you have product-market fit, the next challenge becomes growing your business.

There are many aspects to growing a business from a few co-founders with a small group of early adopter customers into a huge global operation. The primary challenge, however, is finding a repeatable customer acquisition model. In other words, you need to get really, really efficient at finding profitable customers for your product.

In the beginning of your startup, your initial clients might just originate from the hustle, systems and friends of the establishing group. There’s an inevitable limit as to how big you can grow with all of your customers coming from people the founders know. At some point, you need to start experimenting and refining the way in which you’ll find, keep and grow.
Based upon how much income you’ll get from every individual deal or client relationship, and the idea of your association with your clients, the ways you discover, keep and develop clients will appear to be unique.

On the off chance that your clients are huge companies with every deal speaking to a huge number of money every year in income — with every client requiring a ton of consideration, at that point you’ll most likely contract sales representatives who will invest energy face to face with clients attempting to build up the relationship and close deals.

If you’re selling a mobile app to consumers, with each user representing a few Naira per year in revenue, then you’ll almost certainly need to find your customers online, with zero direct interaction between your team and your customers. If you’re somewhere in between — perhaps you’re selling an online tool for small businesses, who each pay you little money per year, then you may look toward a model where you’re finding potential customers online but then having less expensive sales people call then on the phone to turn those potential customers into actual customers.

In any case, you’ll have to endeavor to refine your model to make it as productive as could be expected under the circumstances, so the capital you raise for development can take you quite far.