Steven

Why did you?

There's also something in that entrepreneurs don't go into starting a company with the belief that their hypothesis is wrong. So in year one or seven months in, when they realize that their initial hypothesis was wrong, they think that means abandon ship because my hypothesis was wrong.

There's also something in that entrepreneurs don't go into starting a company with the belief that their hypothesis is wrong. So in year one or seven months in, when they realize that their initial hypothesis was wrong, they think that means abandon ship because my hypothesis was wrong.

Whereas successful entrepreneurs that I've met, especially second time founders, realize that their hypothesis is almost certainly wrong from the jump. And that the process of starting is to correct and to find a new hypothesis. I think about like Mark Zuckerberg in his room with like face swap or whatever, was rating people's attractiveness. And now Meta is this like virtual reality AI company.

Whereas successful entrepreneurs that I've met, especially second time founders, realize that their hypothesis is almost certainly wrong from the jump. And that the process of starting is to correct and to find a new hypothesis. I think about like Mark Zuckerberg in his room with like face swap or whatever, was rating people's attractiveness. And now Meta is this like virtual reality AI company.

But understanding that your hypothesis is wrong from the jump and that, you know, this is a process of finding a new hypothesis, I think will give you a little bit more patience as well through these cycles of the crisis of meaning and so on.

But understanding that your hypothesis is wrong from the jump and that, you know, this is a process of finding a new hypothesis, I think will give you a little bit more patience as well through these cycles of the crisis of meaning and so on.

Well, this is it. When I started my first business at 18 years old called War Park, social network, whatever, I thought the game was to be right. I came to learn from businesses that came after that actually the game of entrepreneurship is to be successful. And they're two very different things.

Well, this is it. When I started my first business at 18 years old called War Park, social network, whatever, I thought the game was to be right. I came to learn from businesses that came after that actually the game of entrepreneurship is to be successful. And they're two very different things.

Because when you want to be right, you not only want to be CEO and you want your hypothesis that you put in that first pitch deck to come true. And even when customers are telling you that you were wrong, you try and force the fucking hypothesis. But when your game is to be successful, there's a couple of really interesting things that I observe happen.

Because when you want to be right, you not only want to be CEO and you want your hypothesis that you put in that first pitch deck to come true. And even when customers are telling you that you were wrong, you try and force the fucking hypothesis. But when your game is to be successful, there's a couple of really interesting things that I observe happen.

One of them is you, I watch founders say, actually, maybe I'm not the best person to be CEO.

One of them is you, I watch founders say, actually, maybe I'm not the best person to be CEO.

Even though I founded this thing, maybe I should be chief brand officer. When I think about some of the top companies in the UK represent just valued at 100 million. Gymshark, Ben's business valued at 1.5 billion. Julian's business probably valued at a billion. I'm involved in some of these businesses in different ways.

Even though I founded this thing, maybe I should be chief brand officer. When I think about some of the top companies in the UK represent just valued at 100 million. Gymshark, Ben's business valued at 1.5 billion. Julian's business probably valued at a billion. I'm involved in some of these businesses in different ways.

But the thing they all have in common is at some early point, the founder put their ego secondary to the success of the business. They said, actually, I'm not the best CEO. I should be head of brand or marketing. A product, right. A product or whatever it is.

But the thing they all have in common is at some early point, the founder put their ego secondary to the success of the business. They said, actually, I'm not the best CEO. I should be head of brand or marketing. A product, right. A product or whatever it is.

And that's that mindset shift from being I need to be right and I need to be at the helm of being right versus this thing needs to be successful.

And that's that mindset shift from being I need to be right and I need to be at the helm of being right versus this thing needs to be successful.

One of my favorite videos of all time is where Steve Jobs, who you just mentioned, talks about hiring truly exceptional people. And he says words to the effect, I'll play it on screen. He says, people think the success of Apple is a consequence of me and my talent and my skills.