When you start a business, there will be no shortage of people ready to share their doubts.
They’ll tell you that it will never work, you’re crazy to take on the risk, you’re going to work yourself to death, and question whether you really understand what you’re getting into. On the flipside, you’ll undoubtedly have a stable filled with cheerleaders: people who believe in you in a generic sense and will tell you your idea is great and that you can do anything you set your mind to.
There’s no shortage of advice telling you to ignore the first group. If we all listened to the naysayers, we’d live in a world largely without innovation.
What may not be quite so obvious is that the second group is of no more use to you than the first. Your Best Adviser is Objective and Fearless Going it alone can be tough, and not just emotionally. We all need a reality check from time to time.
The naysayers are no good: they’ll simply magnify your uncertainty and concerns.
The cheerleaders can’t play that role:
their encouragement may feel good, but it doesn’t provide valuable information that’s going to help you shape your business. In fact, it may do you harm, since the ratification of a bad idea is the last thing you need.
That kind of “support” could encourage you to waste time and money going down the wrong path—ultimately, it could.
What you need are people who are objective enough to assess your ideas unemotionally and brave enough to tell you the truth even when it may hurt.
Identify that small group and then go to them—and only them—when you need to test an idea or double-check your plans.
Bringing too many voices into the mix will only confuse things, particularly if some of those voices are predisposed to encourage or discourage.
Finding Your Reality-Checkers
Identifying that core group of voices you can trust to both offers honest encouragement and tell you hard truths requires some objectivity and courage of your own.
First, look at history.
When it comes to people already in your life, consider how they’ve handled tough situations in the past.
Have they managed to tell you truths you might not have wanted to hear without being critical or confrontational?
Have you been able to hear those truths from them and honestly assess them?
When bringing in new people, look at their history in similar positions or, if you don’t have access to the information you need, watch carefully how they handle delicate situations in the early days.
Empower Your Advisers Just finding the right people isn’t enough. You must also empower them to tell you what you need to hear. It’s your company, so others may be hesitant to appear to be second guessing you.
Once you’ve identified those people whose judgment and sincerity you trust, make it very clear to them that you want them to be brutally honest with you.