DGQ 7: If You Had To Live Your Life Over Again, What Problem Would You Have Sought Help For And Whom Would You Have Gone To?

After an investor’s recommendation recently, I stumbled on this question in an article in The Atlantic about the Grant Study. An incredible 80-year long longitudinal study following 268 Harvard-educated men and how they developed as adults. While most of the Grant Study men remain anonymous, some have publicly identified themselves, like Ben Bradlee and President John F. Kennedy. Simply put, it was history’s longest study on happiness. There were some fascinating discoveries in that study so far, like the six factors that acted leading indicators to healthy aging:

  1. Physical activity,
  2. A mature adaptive lifestyle to cope with ups and downs,
  3. Little use of alcohol,
  4. No smoking,
  5. Stable marriage, and
  6. Maintaining a normal weight.

I highly recommend reading George Vaillant’s Aging Well. If you’re short on time, Robert Waldinger’s TED talk. But I digress.

Despite always preaching to others that they should ask for help when they need it, I’m a terrible practitioner of my own advice. Sometimes I find it incredibly hard to ask for help from others. In situations I should be the expert in. In moments when I don’t think my problems are as big as others’. And in times when I don’t know what I want. While I hate to admit it, it’s often a problem attributed to my ego. And sometimes, unwittingly.

If you had to live your life over again, what problem would you have sought help for and whom would you have gone to?

The reason I love this question so much is that in asking it, we suspend our ego. It’s often easier to open up about the “[potholes] in the rearview mirror” than “[open] up about the potholes ahead” to use the words of Jeff Wald. It’s easier to answer What were you scared of as a child? than What are you scared of today?. I find it easier to:

  1. Reflect on what I should have asked for help in.
  2. Understand why I should have asked for help sooner in an empirical situation.
  3. Then use those first principles to inform me when I should ask for help now.

Your mileage may very much vary. But nevertheless, over the past week, I found it to be an interesting thought exercise to go through. At the very minimum, something to journal on.

Photo by J W on Unsplash


The DGQ series is a series dedicated to my process of question discovery and execution. When curiosity is the why, DGQ is the how. It’s an inside scoop of what goes on in my noggin’. My hope is that it offers some illumination to you, my readers, so you can tackle the world and build relationships with my best tools at your disposal. It also happens to stand for damn good questions, or dumb and garbled questions. I’ll let you decide which it falls under.


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On Scale – Lessons on Culture, Hiring, Operating, and Growth

flower, scale

One of my favorite thought exercises to do when I meet with founders who have reached the A- and B-stages (or beyond) is:

“What will his/her company look like if he/she is no longer there?”

The Preface

While the question looks like one that’s designed to replace the founder(s), my intention is everything but that. Rather, I ask myself that because I want to put perspective as to how the founder(s) have empowered their team to do more than they could independently. Where the collective whole is greater than the sum of its parts. Have the founders built something that is greater than themselves? And is each team member self-motivated to pursue the mission and vision?

It reminds me of the story of a NASA janitor’s reply when President Kennedy asked: “Hi, I’m Jack Kennedy. What are you doing?”

“Well, Mr. President,” the janitor responded, “I’m helping put a man on the moon.”

From the astronaut who was to go into space to the janitor cleaning the halls of NASAs space center, each and every one had the same fulfilling purpose that they were doing something greater than themselves.

And if the CEO is able to do that, their potential to inspire even more and build a greater company is in sight. Can he/she scale him/herself? And in doing so, scale the company past product-market fit (PMF)?

For the purpose of this post, I’ll take scale from a culture, hiring, operating, and product perspective, though there are much more than just the above when it comes to scale. Answering the questions, as a founder:

  • How do you expand your audience?
  • How do you build a team to do so?
  • And, how do you scale yourself?

And to do so, I’ll borrow the insights of 10 people who have more miles on their odometer than I do.

While many of these lessons are applicable even in the later stages of growth, I want to preface that these insights are largely for founders just starting to scale. When you’ve just gone from zero to one, and are now beginning to look towards infinity.

The TL;DR

  1. Build a (controversial) shocking culture.
  2. Hire intentionally.
  3. Retaining talent requires trust.
  4. Build and follow an operating philosophy.
    • Create, hold, and share excitement.
    • Align calendars.
  5. Upgrade adjacent users as your next beachhead.
  6. Capture adoption by changing only 1 variable per user segment.
Continue reading “On Scale – Lessons on Culture, Hiring, Operating, and Growth”