There comes a time when your business will emerge from the feasibility madness and you’ll have to start building the business. This happens when you stumble upon a successful business model, and you actually start making money. Often, you’ve been searching for the right product-market fit for so long that it doesn’t feel natural to pursue only one business model, even if it’s working. Consequently, you have to be very careful – if you keep searching when you should be building, you’ll run out of cash.
What makes this transition even harder is that building the business calls for a completely different skill set as a manager. Just as your products have to cross the chasm with customers, your focus as a manager has to cross the chasm with internal operations.
In this chapter, you’ll learn what new skills are required as a leader, how meetings kill startups, and why it’s sometimes important to fire clients.