On the Difficulty of Writing and Working at Start-Ups

James Somers considers the worthiness of coders in Silicon Valley. But it was a section on writing that caught my attention from the start:

When, in 1958, Ernest Hemingway was asked: ‘What would you consider the best intellectual training for the would-be writer?’, he responded:

Let’s say that he should go out and hang himself because he finds that writing well is impossibly difficult. Then he should be cut down without mercy and forced by his own self to write as well as he can for the rest of his life. At least he will have the story of the hanging to commence with.

Writing is a mentally difficult thing — it’s hard to know when something’s worth saying; it’s hard to be clear; it’s hard to arrange things in a way that will hold a reader’s attention; it’s hard to sound good; it’s even hard to know whether, when you change something, you’re making it better. It’s all so hard that it’s actually painful, the way a long run is painful. It’s a pain you dread but somehow enjoy.

Some of this is existential angst that comes with working at a start-up:

When I go to the supermarket I sometimes think of how much infrastructure and ingenuity has gone into converting the problem of finding my own food in the wild to the problem of walking around a room with a basket. So much intelligence and sweat has gone into getting this stuff into my hands. It’s my sustenance: other people’s work literally sustains me. And what do I do in return?

We call ourselves web developers, software engineers, builders, entrepreneurs, innovators. We’re celebrated, we capture a lot of wealth and attention and talent. We’ve become a vortex on a par with Wall Street for precocious college grads. But we’re not making the self-driving car. We’re not making a smarter pill bottle. Most of what we’re doing, in fact, is putting boxes on a page. Users put words and pictures into one box; we store that stuff in a database; and then out it comes into another box.

He comes back to the difficulty of writing:

The price of a word is being bid to zero. That one magazine story I’ve been working on has been in production for a year and a half now, it’s been a huge part of my life, it’s soaked up so many after-hours, I’ve done complete rewrites for editors — I’ve done, and will continue to do, just about anything they say — and all for free. There’s no venture capital out there for this; there are no recruiters pursuing me; in writer-town I’m an absolute nothing, the average response time on the emails I send is, like, three and a half weeks. I could put the whole of my energy and talent into an article, everything I think and am, and still it could be worth zero dollars.

And so despite my esteem for the high challenge of writing, for the reach of the writerly life, it’s not something anyone actually wants me to do. The American mind has made that very clear, it has said: ‘Be a specialised something — fill your head with the zeitgeist, with the technical — and we’ll write your ticket.’

And so he will continue coding, coding, coding. Thoughtful piece.

Julien Smith Launches Breather, an On-Demand Space Start-Up

I’ve been following Julien Smith’s blog, In Over Your Head, ever since I heard him speak with Chris Brogan about their book, Trust Agents. Today, he announced the launch of a start-up Breather, a quiet space which you can rent by the hour. Julien writes the motivation for bringing this concept to fruition:

I was sick of walking around in cities everywhere, trying to find a place to go.

I was no longer willing to have meetings in coffee shops, either.

I was annoyed of having to take phone calls in the street, with sirens passing by me.

I was sick of having to scavenge for electrical outlets when my phone was dying.

More than anything, I wanted a place to rest.

I’m an introvert– but a very specific kind of introvert.

I’m an introvert that needs to talk a lot for work, that needs to meet a lot of people, and that needs to recuperate mid-way through the day.

Starbucks wasn’t cutting it. Hotel lobbies weren’t cutting it.

I wanted space I could go to, anytime.

Not just space, but nice space. Well-designed rooms. Rooms that werequiet. Rooms I didn’t need to ask permission to get into. Rooms I could just go to whenever I wanted.

So that’s what we made. That’s what Breather is.

This is a very cool idea and I hope it takes off. I think the launch is limited to Montreal (Julien’s home town) and New York City. Pando Daily has more:

Currently those looking to work or gather while on the go turn to coffee shops, restaurants, and hotel lobbies – none of which offer any privacy or much comfort. Those in need of a quiet place to make a phone call, however, have far fewer options. When the Breather network goes live, those in NYC will be surrounded by hundreds of carefully curated spaces, all of which were formerly but which now can be rented for an hour or for a day.

It’s not just residents and visitors to a city that stand to benefit from Breather. It also solves a major problem for property owners, who currently sit on vacant space for extended periods of time with little or no way of monetizing it in the interim. And in high traffic areas, adding a space to the breather network may be as profitable as renting it out long term.

The hourly rate of $20, at least in New York City, seems very affordable. I am guessing it will be cheaper in other cities. I wish Julien and the team at Breather success with the launch. I can’t wait to see how it expands.

Check out Breather and maybe sign up? I have.

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From Seth Godin’s brief take on why businesses fail:

What marketing mistake do most small businesses make? 

They believe in the mass market instead of obsessing about a micro market. They seek the mass market because it feels harder to fail–there’s always one more stranger left to bother. It’s the small, the weird, and the eager that will make or break you.

###

(via @swissmiss)

The Compounding Returns of Intelligence

Stephen Cohen, co-founder of Palantir, in a conversation with Peter Thiel and Max Levchin:

We tend to massively underestimate the compounding returns of intelligence. As humans, we need to solve big problems. If you graduate Stanford at 22 and Google recruits you, you’ll work a 9-to-5. It’s probably more like an 11-to-3 in terms of hard work. They’ll pay well. It’s relaxing. But what they are actually doing is paying you to accept a much lower intellectual growth rate. When you recognize that intelligence is compounding, the cost of that missing long-term compounding is enormous. They’re not giving you the best opportunity of your life. Then a scary thing can happen: You might realize one day that you’ve lost your competitive edge. You won’t be the best anymore. You won’t be able to fall in love with new stuff. Things are cushy where you are. You get complacent and stall. So, run your prospective engineering hires through that narrative. Then show them the alternative: working at your startup.

(via Dustin Curtis)

On Early Employees and the Google Chef Situation

A recent Wall Street Journal article caused controversy regarding Zynga’s path to an IPO. Did Zynga have any right to declare that early employees give up their stock options?

The quote below also caused a stir in the blogosphere:

Built into that arrangement [stock options] is the chance that … some very early employees will end up with bigger windfalls than latecomers who contribute more to the company. Many in Silicon Valley cite an early-hired Google Inc. cook whose stock was worth $20 million after the firm’s 2004 IPO.

Zynga attempted to avoid such pitfalls. In meetings last year, Zynga executives said they didn’t want a “Google chef” situation, said a person with knowledge of the discussions.

The Google chef situation refers to an early employee at Google, Charlie Ayers, who made $20 million from his stock options at Google. Does this seem fair/right to you? Well, if you read this former Google engineer’s response, you’ll understand why the chef was important to the company. This software engineer argues that what Charlie contributed to Google on a daily basis was more than he (the software engineer) ever did. It’s a must-read post:

Working at a startup is hard. The hours are long, the stress can be brutal, and there is no guarantee of success. In fact, the odds for a raw startup (which is what Google was when Charlie joined) are very much against you. I have no idea what Google’s deal with Charlie was, but typically you take a pay cut for a shot at the brass ring. Charlie didn’t make $20M for cooking, he made $20M for taking the risk that the company he was joining would fail and that he could end up five years older, unemployed, and with nothing to show for his trouble.

But it is not Zynga’s failure to grasp this basic fact of startup economics that bothers me, it is their singling out of Charlie in particular because he’s a chef. As someone who was there in the early days I can tell you that Charlie Ayers contributed more to Google’s success that I did, and I was a senior software engineer.

Providing quality food to an ever-growing roster of hungry engineers is not an easy task. Charlie and his staff worked harder on a light day than I ever did (or probably ever will). If you doubt me, take a job in a restaurant kitchen some time. Not only that, but the stakes are higher than most people realize. Feeding a few hundred people in a professional setting is not just taking the process of preparing a home-cooked meal and multiplying. If a software engineer screws up, the site goes down. But if a chef screws up, people get sick. In extreme cases, they die.

If I were to point out that no one ever got sick from eating Charlie’s food most people would consider than to be damning with faint praise, but that is just a testament to how well Charlie did his job. Not only did he keep us well feed and free from salmonella, he inspired us. When I said that the best restaurant in town was Google’s cafeteria that was no exaggeration. Charlies food was outstanding, day in and day out. (It still is. If you’re in the Bay Area, do yourself a favor and have a meal at his restaurant.)

But Charlie’s contribution to Google’s early success went even well beyond that. Charlie was a friend and a cheerleader. Everyone at Google got to know him because everyone went through the lunch line, and Charlie was always there making sure everything was ship-shape. And Charlie got to know us, got to know our individual tastes and preferences, and bent over backwards to accommodate them, but never at the cost of compromising on his principles of making his offerings healthy and sustainable, principles he still adheres to. Being fed by Charlie was a privilege. It was inspiring. It was cool. It kept us going.

Don’t tell me Charlie deserved his payday any less than the rest of us.

What a compelling blog post. The lesson? Don’t dismiss a particular employee of a company: they may be doing more to keep the company going than you realize.