Andy Lykens

Innovating and operating through growth

growth

Play your own game

by

Even though it’s possible for a professional basketball player to play baseball, you don’t typically see them doing so.

They spend their careers developing a way to play one game that is uniquely their own. Trying to translate that to another sport leaves them without an identity and at the beginning of a journey where every other player has a years long head start; even Michael Jordan was a rookie in a double-A league when he played baseball.

If you’ve spent years becoming undeniable at what you do, honing skills and building relationships while collecting useful experience, it’s ok if you want to try to play a new game.

Just don’t be surprised when people catch you making rookie mistakes.

(H/T JP)

Music Lessons Podcast #004: Vulnerability & Trust with Tina Schlieske

by

Music Lessons is a podcast where we explore the analogous principles of music and growth by interviewing top musicians. In this episode, my guest is Tina Schlieske, the Minnesota native who’s amazing live performances are a must-see.

Tina Schlieske has been paving her own way in music for nearly three decades. She has fronted diverse bands, from the wildly popular Minneapolis Americana-Rock band, Tina and the B-Sides to groups that range from rock, to classic R&B to punk. Tina has shared the stage with St. Vincent, Patty Griffin, Robert Ellis, Jeff Bridges, Doors Guitarist Robbie Krieger, Etta James and Double Trouble just to name a few. Tina has been called a “smart, sensitive, earthy singer-songwriter with a superb voice” and is one of my favorite live music performers – no matter what genre she’s exploring or what type of venue she’s in.

Tina Schlieske

In this conversation Tina and I discuss her early learnings about vulnerability, where her confidence comes from, and how she thinks about building trust when performing live – and so much more! You can find more out about Tina including her upcoming shows and album releases at TinaSchlieske.com.

Please enjoy my conversation with Tina Schlieske!

You can also listen to the episode on Apple Podcasts, Spotify, Acast, Amazon Music, and on other podcast platforms.

Or subscribe to the podcast here

Have a favorite quote? Let me know on Twitter!

See the show notes by clicking “read more” below…

[Read more…] about Music Lessons Podcast #004: Vulnerability & Trust with Tina Schlieske

The death of big growth

by

An oak tree doesn’t promise how tall it’s going to be when it’s a seed. It doesn’t predict the number of branches it will have or how many leaves it will lose in autumn. It doesn’t promise the squirrels any certain quantity of acorns. It just grows. And while early on, the growth is very visible, no one expects a tree to keep growing until it’s as tall as a mountain. At some point a tree’s growth becomes invisible and simply regenerative. Then the growth stops.

As with all cycles, we’re coming around to a new period – one more affected each day by inflation, war, and possibly recession.

For at least as long as I’ve been working professionally, big growth companies (like tech giants) have enjoyed cheap debt and consumers whose idea of scarcity is waiting the full two years to buy the next iPhone.

The companies that middled (or worse) during this time are likely to be toast in the next year or 2. Their funds will dry up quickly and investors will turn their sights to something less shiny, more predictable, and ultimately familiar.

Companies that grew quickly will try to get that magic back because big growth is all they know. But if they’re not in a commodities business that can make a cheap offering to cost-conscious consumers, or find ways to normalize their operations, or choose projects to ignore while they focus on shoring up fundamentals, they will continue to have to make sacrifices to protect their margins and please their shareholders.

We can learn from the big growth folks who used to do pretty much anything that even looked like growth – hiring for hiring’s sake or spinning up new projects, spending money because money was cheap and seemingly endless.

Yes, there is still capital, and investors will need to deploy that capital, but they may be more hesitant. They’ll be looking more closely at the relationships and business models to vet opportunities with a new, more pragmatic lens.

This is good news if you’re pragmatic and thorough, if you’re thoughtful and patient; now is your time to shine. But don’t expect big growth. Those rules have changed.

Start small. Deliver exceptional products and services. Get a couple of people so excited about your work that they ask you solve more of their problems. Then figure out how to streamline those operations. Yes, seek growth, but not by ‘big growth’s’ rules.

This still works, it’s only in the necessity of big growth that big spending is required. Big growth incentivizes managers to ‘grow’ – not to build great businesses.

If you work very hard, and if you’re lucky, you may hit a regenerative phase. Just don’t start promising the squirrels how many acorns you’re going to produce.

The ceiling and the walls

by

Most people know about the ceiling, but whether you realize it or not, the walls are there too.

We don’t hear much about the walls because we’re often looking up, hoping for height, when perhaps a little breadth might do the trick.

The ceiling may be high, and the walls are harder to move. But hard isn’t impossible, and the walls can still close in on you.

The first thing to keep in mind is that you can design your room however you choose – after all a beautiful space that people appreciate will do more for you than one smeared in frantic, haphazard colors of protest.

But if your ceiling is low, and your walls are close, and then someone starts to critique your design, the second thing to keep in mind is that you don’t have to live in someone else’s house, you can build your own.

Differentiation and statistics

by

You would be hard pressed to go through a day in your life without bumping into statistics. Most products and companies you interact with are built because those companies are very good at figuring out what works for most people. Apple discontinues iPhone sizes because most people don’t want the small one.

But at some point we will be outliers within the realm of a given statistical model. Maybe you’re a size 15 shoe or you really like the idea of having a smaller iPhone. It’s at these times when we might feel frustrated. It’s hard to find shoes when you’re a size 15, especially if you live somewhere that people have statistically smaller feet. You’re stuck if they discontinue the phone that’s right for you because you have small hands.

At exactly these times, feeling seen is important. It creates the differentiation that we love about a product, a service, or a community. It gives people a chance with big feet or small hands a chance to get something that feels like its just for them. They probably tell their friends about how great it is too.

The catch is that as companies attract people by differentiation, they start to grow. If growth is a company goal, they need to tailor their offering to more and more people. More and more people who are less likely to have big feet or small hands.

Because as the company grows, they have to start making shoes in more sizes. This makes sense (because you can only sell so many size 15 shoes), and causes internal trade-offs. Designing those new shoes, marketing them, distributing them, providing customer service for them – all of this eats up resources that may at a previous point have been available for big-feet shoes.

And so the target market become outliers, and become dissatisfied, maybe moving on to a new differentiator or accepting something that is pretty good, instead of great. Certainly not telling their friends about it.

Who wins in this scenario? Probably not the people with big feet. Also probably not the people with “normal” sized feet because let’s face it, the new shoes aren’t for them either, they’re for everyone – just wearable enough by the most people possible. The company may win for a period, at least until new differentiators crop up and eat into market share.

The more growth-oriented the current players are, the more opportunity we have to create something that starts out as differentiated. But trying to balance differentiation while growing fast is the rub. It requires remembering that statistics aren’t the same as individuals, and that more growth isn’t the same as product-market fit.