When Sartre resolved that ‘Hell is other people’ he was probably trying to get Remo to connect to his microphone. This year’s running theme is definitely ‘imperfect replacements for human contact’. On the other hand, 2020 has highlighted our reliance on other people like nothing else could.
So this year, I’ve set my tone to consolation. Even while certain governments in Europe turn up the despotism, and we in the UK stupidly try to saw the Channel Tunnel in half, I’m not sufficiently angry to do narcissism for a third time.
My mission this year was to launch a hardware product, and my very own very flaky company. I won’t advertise it now: I’ve got a talk on Thursday evening and you’ll be there if you’re interested. Talk about it twice, and I’ll just jinx it.
Last year, I found myself explaining to a man in his eighties that I’d decided to start my own business. He fixed me with a glare. ‘You’ve just had your fortieth birthday, haven’t you?’
That he read me so transparently is worrying because I’d hate this talk to bore an octogenarian. On the other hand, this industry needs constant competition and experimentation, without which nothing can evolve. If the output of a thousand midlife crises bumping against a handful of spoilt rich kids can keep us all together, bring it on.
Designing, producing and selling electronics for a profit in a creative industry is deliciously hard. It’s in the category of things that are only just possible to do on your own, like circumnavigating the globe or reaching a human being at YouTube.
So I’m going to talk today about going it alone … Or not.
Many years ago, a commercial director at Focusrite explained that any business needs to optimise three different functions: sales, operations, and management. The message was if you looked after only two of those, you didn’t figuratively have a company, and would soon literally not have one. Managing the tension between sales, operations, and management, whilst looking after business as usual, is what keeps a decent company in a perpetual state of productive conflict. You have to argue to establish what’s most important, preferably with other people.
The thing is — and I’m about to blame the world for my own problems here — the way we are conditioned in early life impedes our ability to put a team together. As soon as you reach an unspecified age of adulthood, your future depends on unlearning most of your childhood conditioning as quickly as you can.
Don’t talk to strangers! becomes, ‘Work the room, build connections, maximise your luck.’
Copying is cheating! becomes … and I’d like to thank Maurice Ravel for the best advice I’ve read about making art … ‘Copy. And if, in copying, you remain yourself, it is because you have something to say.’ (Ravel died in 1937; Uli Behringer was born in 1961.)
Don’t talk back! becomes, ‘Consider, dear colleague, that your argument may benefit from reconciliation with the latest facts.’
Most of us emerge blinking from the same forest of infant conditioning so at least it’s somewhat fair. And adolescence, as long as you do it right, offers a gradual escape.
But as one-person companies, we have two problems with living in our own heads. The first is that our own expertise is lumpy. My Engineering Director is great, but I’d fire my Marketing Director if I could plug in a better one. So I have to ask an appropriate friend to second-guess.
Another former colleague of mine, with his own new company, is a natural at that stuff. His opening gambit was to mock up a make-believe product, collect pre-orders from Facebook, and wade waist-deep into a morass of emotion that would cause my jaw to clench. Which is smart: he is using the fact that he can’t build the physical product himself to his advantage.
But I built a prototype first, because that’s how I articulate myself, and from there my conversation with the market has been very different. No book would ever tell you to work that way, but books are usually written by marketers, not engineers.
So, your company will start as a shadow of your own prejudices and talents. Your engagement with the world must show you at your best, but it will also constrain what your business values.
When you’re an employee, your skills compensate for your weaknesses. Unfortunately, at the top of a business, your weaknesses drag down your skills. This is why you eventually have to hire people because they are not like you and, sometimes, because they do not like you.
I’ve watched a perfectionist kill a business because the product that would have saved it was never deemed ready. I’ve worked for disorganised people running disorganisations, wearing out their social capital by failing to maintain their products and stunting their later growth. A company run by a narcissist is just another limb of that individual: banal, reactionary, unempathetic.
And you have only one brain. (‘One brain’, incidentally, is an anagram of Brian Eno.) Self-discipline is a resource that some people possess in greater quantities than others, but it’s always expendable. Sometimes you need to close your eyes or watch a crappy video, and the entire operation has to shut down with you.
There is nobody else to pick over your internal caffeine-comedown monologue for logical fallacies. All your imaginary personnel get flooded by the same hormones, so are all angry or despondent at the same time.
That email to a supplier, for example, who has just cost you two months and £5000 has to wait until after the weekend, when your business’s endocrine system has settled down. (That was last week. Still a bit raw.)
But this is why we need other people. The most notorious casualty of a solo round-the-world yacht race, Donald Crowhurst, went mad and jumped overboard in 1969 and was never seen again. He left his log book behind, though, from which we learn that his biggest mistake was to turn his back on his family, switch off his two-way radio, and start getting seduced by his own dark thoughts.
Rarely in the adult world are there prizes for going it alone. And even if you want to, at least one opponent is somewhat like a restless, deep, and uncaring ocean.
If you’re having the same embryonic thoughts I was having back in 2018, please prepare yourself, be lucky, and take a risk that I promise you won’t regret. Even if you fail in the process, you will gain so much.
Finally, this is advice to myself, but it applies to any introvert: when in doubt, pick up the phone, and use the person at the other end with consideration. It will only strengthen a friendship.
4 thoughts on “ADC 2020 Lightning Talk : No man is an island. Except the Isle of Man.”
Thank you, Ben. Such a fun read. It’s bold and insightful, as usual. Hope you are well!
Interesting read, I know people on their own and they fuel their own thoughts with erroneous views of the world and it’s like positive feedback, the views just get weirder and they just go crazy. You need other people around you if for nothing other than for office banter.
@Christine, it’s really important to avoid those delusions: they come from the same place as more healthy ideas, and the only way to discern one from the other is to have people around who you trust.
No matter how healthy you are, it’s not wise to spend too much time on your own. In that respect, 2020 hasn’t been a great year for the world’s mental health.