#unfiltered #54 When You Learn How to Say No Before You Learn How to Say Yes

I’ve alluded to my ability to say “No” in many previous blogposts, like this one. But as this concept has crawled around in my subconscious for as long as it did, I believe it now deserves a blogpost in its own right.

As a kid, I learned from my parents to say “No” to strangers. The “uncle” who’d say my dad told him to pick me up. Or the “auntie” who’d offer a lollipop to me and ask me where my parents were. To the point it became muscle memory to say “No” to gifts, as well as compliments, even from friends and family. Over time, that notion became more prevalent as it infected other parts of my life.

I learned to discriminate my time before I had a chance to fill in my calendar. Even worse, when I ever hesitated, it became a no-brainer to say no. And subsequently, I missed out on more opportunities I can count. “Whenever there is any doubt, there is no doubt.” It’s a line from De Niro’s character in the 1998 movie Ronin. In essence, if you ever hesitate, some part of your body is telling you “No” while other parts are telling you “Yes”. And there’s a good chance that that “No” is right. Or if you do say “Yes” and things go awry, the voice in the back of your head that said “No” will only exacerbate into full denial. And you may end up hating the reasons you said “Yes” to before.

But it wasn’t from that movie, when that line became immortalized in my mind. I heard it uttered by Tim Ferriss on one of his regular episodes. Or maybe it was from one of his books, like Tribe of Mentors. But I wouldn’t sweat the details.

The thing is, he’s completely right. Both De Niro’s character, Sam. And Tim. But I learned there’s a caveat. Earlier on in your life and career, it’s about taking in more experience since your 24-hour day has yet to fill up. You have to say “Yes” before you know how to say “No”. I overvalued on advice and undervalued experience. Both Sam and Tim were right. But they were right in their own lives, or rather they were right when I would one day have enough things to say “No” to. All advice is, after all, autobiographical.

100 minus your age

I don’t remember where, but I once heard this amazing heuristic for picking up new books. 100 pages minus your age. It equals the number of pages you should read before you decide whether to put down the book or not. The younger you are, the more pages you should read to understand if this book is worth your time or not. Why? Because you simply don’t have large enough of a sample size to recognize the patterns of good versus not-so-good literature. As you grow older, the fewer pages you need to read before you decide if the book is worth your time. Over time, you have a better grasp as to what quality looks like.

A similar notion seems to apply to your life. 100 points minus your age. That’s the margin of error you have when making decisions. The younger you are, the more prone you are to making wild mistakes. The older and more experienced you get, the better you can tell good from bad decisions.

In closing

I’m reminded of something Henry Ford once said. “Whether you think you can, or you think you can’t – you’re right.”

I lost out on many opportunities. The thing is no opportunity will ever be perfect. But in thinking each opportunity I take had to be perfect, I thought I couldn’t – shouldn’t – take it. But frankly, I just wouldn’t. I became a professional brat. There will always be something or somethings that just don’t make the opportunity click. But in saying “No”, you are saying “Yes” to the status quo. That’s something I have to remember.

As Eric Schmidt of Google fame once said, “Yes is how you get your first job, and your next job, and your spouse, and even your kids. Even if it’s a bit edgy, a bit out of your comfort zone, saying yes means that you will do something new, meet someone new, and make a difference. Yes lets you stand out in a crowd, be the optimist, see the glass full, be the one everyone comes to. Yes is what keeps us all young.”

Photo by Kai Pilger on Unsplash


#unfiltered is a series where I share my raw thoughts and unfiltered commentary about anything and everything. It’s not designed to go down smoothly like the best cup of cappuccino you’ve ever had (although here‘s where I found mine), more like the lonely coffee bean still struggling to find its identity (which also may one day find its way into a more thesis-driven blogpost). Who knows? The possibilities are endless.


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A Telltale Sign for a “VC No”

telltale sign, conviction, leap of faith, how to find a lead investor

Three moons ago, I jumped on a call with a founder who was in the throes of fundraising and had half of his round “committed”. And yes, he used air quotes. So, as any natural inquisitive, I got curious as to what he meant by “committed”. Turns out, he could only get those term sheets if he either found a lead or could raise the other half successfully first. Unfortunately, he’s not the only one out there. These kinds of conversations with investors have been the case, even before COVID. But it’s become more prevalent as many investors are more cautious with their cash. And frankly, a way of de-risking yourself is to not take the risk until someone else does.

I will say there are many funds out there where as part of the fund’s thesis, they just don’t lead rounds. But your first partner… you want them to have conviction.

Just like, no diet is going to stop me from having my mint chocolate chip with Girl Scout Thin Mints, served on a sugar cone. I’m salivating just thinking about it, as the heat wave is about to hit the Bay. An investor who has conviction will not let smaller discrepancies, including, but not limited to:

  • Crowded cap table,
  • No CTO,
  • College/high school dropout,
  • Lower than expected MRR or ARR,
  • No ex-[insert big tech company] team members,
  • Or, no senior/experienced team members,

… stop them from opening their checkbook. And just like I’ll find ways to hedge my diet outlier, through exercise or eating more veggies, an investor will find ways to hedge their bets, through their network (hiring, advisors, co-investors, downstream investors), resources, and experience.

So, what is that telltale sign of a lack of conviction?

I will preface by first saying, that the more you put yourself in front of investors, the more you’ll be able to develop an intuition of who’s likely to be onboard and who’s likely not to. For example, taking longer than 24 hours to respond to your thank you/next steps email after that pitch meeting. Or, on the other end, calling someone “you have to meet” mid-meeting and putting you on the line.

It seems obvious in retrospect, but once upon a time, when I was fundraising, I just didn’t let myself believe it was true. That investors just won’t have conviction when they ask:

Who else is interested?

A close cousin includes “Who else have you talked to?” (And what did they say?). If their decision is contingent – either consciously or subconsciously – with benchmarking their decision on who else is going to participate (or lead), you’re not talking to a lead (investor). And that initial hesitation, if allowed manifest further, won’t do you much good in the longer run, especially when things get bumpy for the company. Robert De Niro once said, in the 1998 Ronin film,

“Whenever there is any doubt, there is no doubt.”

You want investors who have conviction in your business – in you. Who’ll believe in you through thick and thin. After all, it’s a long-term marriage. Admittedly, it takes time and diligence to understand what kind of investor they are.

In closing

Like all matters, there are always other confounding and hidden variables. And though no “sign” is your silver bullet for understanding an investor’s conviction. Hopefully, this is another tool you can use from your multi-faceted toolkit.

From spending time with some of the smartest folks on both sides of the table and from personal observations, even if it’s anecdotal, the sample size should be significant enough to put weight behind the hypothesis. And, if I ever find myself wanting to ask that question, I aim to be candid, and tell founders that I’m not interested.

Photo by Manuel Meurisse on Unsplash


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The Best Way I’ve Heard to Ask “What did you learn?”

how to say no, learning

Yesterday, I grabbed a coffee with a friend – now a newly-minted manager. Between congratulations and hearing what she’s been up to, we dove into a rabbit hole about performance reviews. And out of everything she shared, there was one question that caught my attention:

What do you say “No” to now that you didn’t say “No” to when you started?

People are inherently loss-averse. We react stronger to losses than gains. Economic prospect theory has taught us that much. Essentialism, probably best popularized by author Greg McKeown, or a methodology that helps us differentiate between external noise and our internal signal, takes it a step further. For example, the questions:

  1. How much do you value an opportunity?
  2. And, How much would you sacrifice to obtain an opportunity?

… carry two different emotions. We take many aspects of our lives for granted. But when we lose any aspect of it – be it a body part, a friend or family member, or a habit – where we once lacked appreciation, we now find true value.

What we say “No” to carries layers of scar tissue – of our past we don’t want to relive. The French language has an incredibly apt way of describing knowledge. Savoir denotes simple knowledge acquisition. Connaître implies a familiarity with knowledge that is deeper and carved into one’s heart. When my friend decided to ask that question, she is looking for what her team members connaissent.

I love it! And I’m gonna steal it (well, with her permission)! For each time frame, we have a new set challenges to ‘pattern-recognize’. Founders have it cut out for them. And just by the nature of their work, they need to learn – fast.

Taking it a step further

Josh Waitzkin, author, chess champion, and martial arts champion, on Episode #412 of the Tim Ferriss Show, puts it quite elegantly:

“When I studied Tai Chi for a year, I thought I knew what I was doing. And I thought I was really started to understand it. But after 2 years, I realized everything I thought after a year was wrong. It was just wrong. But now I understood.

And then after 4 years, I realized everything I thought after 2 years was wrong. And he went on with this story and this pattern, but now I understood. And after 8 years, everything I thought after 4 years was wrong. And now I’ve been training for 16 years; everything I thought after 8 years was wrong. And now, I finally understand…

It’s easy to think we’re in the dark yesterday, but in the light today. But we’re in the dark today too.”

So, in foresight and honest vulnerability, I will take my friend’s question a step further:

What will you say “No” to tomorrow that you aren’t saying “No” to today?