5 reasons to persevere through start-up obstacles

They said it was going to be hard. But you had no idea it would be this hard. Exhaustion, a poor diet, a parade of ‘no’s and disappointments. Plus mentors and advisers, including me, listing reasons to pack it in. It isn't easy to maintain your enthusiasm and energy in the face of all that.

So when should you not shutter your start-up?

The only thing I hate to see more than good people burning cycles on lost causes is to see good people giving up too early on good ideas when in reality the opportunity was far more promising than they could see from their trendy co-located office loft.

Persevere

So when are the discouraging obstacles not an apocalyptic sign, but simply short-term hurdles, perhaps requiring just a bit more effort and diligence? Here are just a few clues that it’s time to stick it out and renew the energy and resources to continue:

1.      Required capital was initially under-estimated (this is common) but doors are still open to you for additional resources, even if from friends and family.  You may be reticent to ask again, and that's a fair concern... and indicative that you are being wise with investors' trust and money. Still, it is your responsibility to manage your enterprise wisely and to sell your vision. But never confuse your very real fiscal responsibility with imagined guilt of the risk both you and investors are taking together.

2.      You’ve not yet introduced your MVP (minimally viable product)... but it is because you’ve made a valid pivot from the original plan. If the delay from these pivots are based on honest and useful customer feedback, the delays are valid and a good reason for asking for more runway. 

3.      Your reasons for delays and obstacles are not excuses. There’s a difference between a problem you cannot control and therefore must accept and overcome, versus a crisis you created or could have changed but chose to ignore.

4.      The market gap that your product/service is intended to fill is still not being adequately filled by established competitors. As long as it will fill a genuine need in the market (presuming you’ve done that diligence) then there is still an opportunity to be exploited.

5.      You can identify all the voices telling you that you cannot do it - because they all sound remarkably like you. They are all inside your own head. Take a step back and look at yourself in the third person. Is the negativity you are hearing from yourself the same you’d tell someone in your identical position? Or would you be kinder, more encouraging while still realistic? 

Like my earlier post giving you good reasons to shut the doors, there are no hard and fast rules, and of course, any one of these are not a guarantee of a successful start-up deserving your continued effort. But just as it is unwise to continue to pursue a start-up out of obligation, it is unwise to make a permanent decision about shuttering it without taking a moment to review the real reasons for your current discouragement.

Few if any start-up situations ever meet ideal expectations. But with a deep breath and a little introspection, you might find that the reality of the situation is far from desperate. 

5 reasons to shutter your start-up.

There's no lack of enthusiastic blogs, posters, and gurus out there encouraging you to follow your dreams and strike out on your own. So I am aware that my contrarian posts can be a real downer, as I’ve written several posts that discourage potential start-ups from, well, starting up, including the fallacy of expecting a ‘better’ product to succeed, or the idea that you should chase your dreams.

But there are great ideas that deserve your attention and enthusiasm. Yet once you’ve already sunk your heart and soul and 401K into your business, when is negative thinking just ‘nattering nabobs of negativity’, and when does it become a warning that something is wrong and you need to get out? After all, the sage tells us that ‘everything is temporary given enough time’, and we all know that even expected obstacles cost more and take longer to overcome than ever often predicted.

So when is enough enough? There are a few clues that it’s time to recognize that it’s time to close the doors:

1. You, yourself, are exhausted and cannot continue to infuse your discouraged team with requisite energy to soldier on through the current circumstances.
2. Resources are spent. This seems obvious, but resources are never really ‘gone’, just harder to raise - but if you are spending more time raising funds instead of selling an MVP (minimally viable product), you are on a slippery slope.
3. You’ve made little progress in overcoming objections from potential users either in fact or positioning.
4. You’ve missed initial, and extended, deadlines and milestones.
5. The market gap that the product/service needed to have filled is beginning to be adequately filled by established competitors.

There are no hard and fast rules, and any one of these are not indicative of a start-up needing to be shuttered. But any two or more create an uphill battle that takes the joy, enthusiasm, and health and finances of founders down with it.

Unless your start-up is a cruise line, there’s no glory in going down with the ship. 

When your dreams are a crock.

I wasted some time today to complete an estimate for a modest-sized potential client today.

Kind of a waste, because I’m doing it out of obligation for someone for whom I know will not buy it. It didn’t take too long, so I’m not bothered, but I thought it blog-worthy because for the umpteenth time, its another boot-strapped start-up that I know they’ll stick to their dream instead of facing reality.That reality is that dreams require sacrifice.

Experts will tell you that most start-ups fail due to under-capitalization. I suggest that that is a symptom of a greater issue: Common Oprah pabulum encouraging your dreams. I know, what a downer. "No one ever got anything without dream

s!" Whatever.

Nothing wrong with dreams. “Go get ‘em, Tiger!”

But dreams are only useful when you understand the reality. Not only the plan for when the dream is realized, but also the plan for when it fails. As a mentor to entrepreneurs, I’ve sat through plenty of VC presentations. 70% of the presentations never addressed the Plan B. Never have I seen an initial plan lacking a discussion of risks ever make it past the initial presentation.

The idea of having one’s own business, building one’s new widget, being one’s own boss is too great a draw to allow concerns about the costs, (time to market) runway, and the outside help that is needed to see it through impact your decision, because,

“Follow your dreams!” said Thoreau*.

So off they go.

So when the dream becomes work, when the risks become higher, when set-backs become more common than anticipated, the fledgling entrepreneur takes shortcuts.

Extends credit to the unworthy.

Buys services from the cheapest comer.

Plays Three Card Monty with incoming invoices.

And when the reality of the present overwhelms the dream they had in mind, they hold tight to that dream because in spite of the unpreparedness, in spite of the lack of planning, they

“Hold tight to the dream”. Because that’s what the poster in their office says.

But too often in the self-absorption common to mere mortals, we forget that our dreams are not others’ dreams. And dreams, to paraphrase Ayn Rand, are not claims on reality.

So my rates aren’t in your budget. (As if I believe you ever created a budget.) Yes, Billy Bob was cheaper. That’s fine, Billy knows what he’s worth. Or maybe Billy Bob is chasing his dream too, blind to the reality that you, too, are looking for the easy way out. Life is not a Successories poster.

So I’m not going to lower my rates for your dream. I’m not going to extend you credit for your dream. I’m not going to trim off the preliminary steps I think are critical to success with the project.

I have my own dreams.

*Thoreau never said this.