Michael Margolis: uncertainty

Transcript context

…And again, this is another reminder why it's so important to go so narrow, because if you can't find anyone that is thrilled this exists, you're in trouble. This is your chance to find the most thrilled people, the most specifically pained, and if you can't find that, that's a problem. Yeah. In the same way, we define this bullseye, and then when I go recruit and try to find them, if I can't find them, I usually take that as a sign of something also. I'm like, "I don't know if these people exist. " And it could be... Sometimes they're like, "Well, we went too narrow." I'm like, "Okay, well, let's go back and we'll see which of these are flexible. How do we soften some of these requirements? But if, in fact, I just can't find these people, these people that you're imagining exist who want this thing, I'm not sure how you're going to sell to them." Not that I'm the final arbiter of whether these people exist, but it's something you should go check. Yeah. Okay. So to give people a little bit of a framework of how to help them identify these narrow set of attributes, share some of a list attributes to think about to help them narrow. And how many narrowing attributes would you recommend? Is it roughly, heuristically, is it like three? Is it five? Is it seven?…

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