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I was in a reading mood this weekend so I read Hatching Twitter: A True Story of Money, Power, Friendship, and Betrayal after reading No Better Time on Saturday. I finished it just before I walked the dog and then went to bed.
I slept very poorly last night and woke up thinking about the book. I woke up several times in the night (I’m getting older – that’s part of the drill – anyone over 45 knows what I mean) and each time I had something about the book in my brain.
When I woke up this morning, the first thought I had as I was brushing my teeth was “the characters in the book weren’t right.” When I read history, especially of a technology company, I often know a few of the people pretty well. When the writer captures their essence, it lends credibility to all the other people I don’t know. When the writer misses, it detracts from the whole thing.
In Hatching Twitter, Nick Bilton (the author) captured a dimension of the people I know. But it was only one dimension. And it missed – completely – in capturing the whole of the people. The dimension he highlighted made the story more dramatic as he focused on a dimension of conflict. As I sit here writing this, trying to process how I feel about the book, I realize this tactic – by focusing on only one dimension of a person – created incredible tension in the story.
I love Ben Mezrich and his books. I realize that Hatching Twitter: A True Story of Money, Power, Friendship, and Betrayal is written in the same style as Mezrich’s The Accidental Billionaires: The Founding of Facebook: A Tale of Sex, Money, Genius and Betrayal. The title is even in the same style. The big difference is that Mezrich doesn’t pretend that he’s not sensationalizing the situation. That’s his gig – and he’s not apologetic about it in any way. Note the phrases after the colon – “A True Story” (Bilton) and “A Tale of” (Mezrich).
A puzzle piece just clicked into place for me. I read Hatching Twitter (Twitter story) the day after I read No Better Time (Akamai story). Both were dramatic. No Better Time was history; Hatching Twitter was sensationalized history. No Better Time created real depth around one character – Daniel Lewin. Hatching Twitter tried to do this around the story of Twitter but had to do this at the expense of the depth of the characters to fit into the 300 pages that a non-fiction book like this ends up being due to publishing industry constraints so it has a chance of ending up on a best seller list.
I wonder what Bilton could have done with 900 pages instead of 300 pages. I’ve got to believe – given the extensive interviews he did – that he has a much deeper view on many of the characters in the book. Or, instead of using 300 pages to rush through parts of the story, he used 900 pages to go deeper on the whole story, instead of picking out several of the dramatic highlights.
I’m clearly still processing this. I had hoped to love this book. Instead, it disturbed me. Something felt deeply off, but even after writing this, I’m not sure what it is. If you’ve read Hatching Twitter, and you have an opinion, please weigh in as I try to sort this out in my mind.
I shipped off the publisher draft of Startup Boards last night. For those of you who haven’t written a book that means I’m in the home stretch “pre-production” – I’ll have the final draft done by 9/3 and it’ll be published by December.
This has been – by far – the hardest book I’ve written so far. If you like my writing and want to do me a solid, pre-order a copy of Startup Boards today. That’ll make me smile.
The book was originally planned to come out this summer. My co-author Mahendra Ramsinghani wrote a good first draft. We got together in Miami for a week in February to work on it together. I was pressing for an end of February deadline for the publisher draft. While we made progress that week, I knew I was struggling. And not just with the book – I was depressed but I hadn’t yet acknowledged it.
By the end of February I just didn’t care about the book. I didn’t want to work on it anymore. And I knew I was depressed and just struggling to get my normal work done. So I told Wiley (my publisher) that I was punting until the fall. We reset the schedule with the goal of having the book out by the end of the year.
Mahendra was patient with me. I didn’t pick the book back up until a month ago. I’ve been working on it since the beginning of August and I made a hard push over the weekend to get it out to the door.
Saturday was a grind. I finally hopped on my bike at the end of the day and rode out to our new house in Longmont and then wandered over to my partner Seth’s house (a mile away) for a party he was having. On Sunday morning I knew it was in good shape. I spent all day Sunday in front of my computer except for lunch with Amy. I gave myself until 5pm, at which point I was going for a run. I had a superb, book fueled 75 minute run, had some dinner, spent one more hour on what I was now referring to as “the fucking book” and then sent it off via email to Wiley.
Man – this one has been hard. I hope it’s helpful.
Matt Blumberg’s new book, Startup CEO: A Field Guide to Scaling Up Your Business, is about to come out. If you are a CEO and haven’t preordered it, I recommend you go get it right now.
I had a chat with a CEO I work with who has had a challenging year scaling up his company. He – and the company – have made a lot of progress after hitting a low point this spring. After the call, he sent me the following note he has pasted on his desk.
1. Lead by example by holding myself and all accountable, no matter how hard.
2. Set the overall vision and strategy of the company and communicate it to all stakeholders.
3. Recruit, hire, and retain the very best talent and inspire them.
4. Makes sure there is always enough cash in the bank.
5. Be the advocate for the customer over the company’s short-term needs.
6. Drive the execution and evolve the operating system.
7. Champion the company and our mission to the world.
You might recognize #2, 3, and 4 from Fred Wilson’s magnificent post What A CEO Does. I give a talk for many of the Techstars CEOs called “How to be a Great CEO” and I focus the conversation around Fred’s points. Matt’s book also uses Fred’s three points as a framework. And when I think about how a CEO is doing, I always start with 2, 3, and 4.
I’ve come to believe that you can’t be a great CEO if you don’t do these three things. But, great CEOs do many more than just these three things. So – I view them as “price of admission” – if you can’t / aren’t doing these three things, you won’t be a great CEO.
I always encourage the CEOs I talk with to create a clear framework for what they are doing. What you are doing, and spending time on, will change over time based on the stage of your company. When you are 10 people, you’ll have a different set of priorities then when you are 100, or a 1,000 people. But having a clear framework for what you, and how you do it, is powerful.
I love what this CEO has done to make Fred’s framework his own. Notice that each sentence starts out with the imperative form of an action verb (Amy told me that – doesn’t it sound smart!) – basically a statement of action. Lead, set, recruit, make, be, drive, champion. Great words.
If you break it down, it also defines a value set for the CEO, and for the company.
Finally, you are going to hear a lot more from me about the Company Operation System (what you see in #6). That’s the essence of what Matt Blumberg has figured out in scaling up Return Path, and uses to define his approach to scaling a business in Startup CEO: A Field Guide to Scaling Up Your Business.
My experience with all of this is that it’s incredibly hard, breaks regularly at different points in the life of a company, and requires a great CEO to continually grow and learn from mistakes, adjust course based on new information, and work diligently at being honest with himself, his team, and his board about what is going on. But, if you get it right, it’s magical.
On Friday July 19th, I’ll be hosting Bill Aulet in Boulder to discuss his new book, Disciplined Entrepreneurship: 24 Lessons To A Successful Startup.
Bill, the managing director for the Martin Trust Center for MIT Entrepreneurship, is a close friend and amazing thinker on entrepreneurship. The book is a result of many years of his work and thinking on creating and scaling startups.
The event will take place at Rally Software in Boulder, CO from 9am – 12pm. Seating will be limited to 150 people which means you better get your tickets NOW!
Bill’s book Disciplined Entrepreneurship is currently available for pre-order, but will officially go on sale August 13th.
I hope you will join us!
When the Second Edition of Venture Deals: Be Smarter Than Your Lawyer and Venture Capitalist came out, I was baffled that the books were listed as two separate Amazon items. The biggest impact was that all the reviews for the first edition did not sync with the second edition, so anyone coming across the second edition wouldn’t see all the first edition reviews. There was also a bunch of other content missing from the Second Edition page. In frustration, I wrote a post titled The Mess of a Second Edition Book.
For several weeks I dug into this with Wiley (my publisher) to no avail. I kept hearing back that the Second Edition is considered an entirely new book. I accepted that (it has a separate ISDN number), but I still wanted the two pages to be linked. The First Edition pointed to the Second Edition, but the Second Edition didn’t point to the first edition. And – none of the content on the pages was synchronized. I kept thinking some version of “c’mon guys – this is just meta-data – how hard could this really be?”
Dane McDonald, who works for me, eventually just took it on himself to figure this out. He went to the Amazon Author Central site, found, and followed the instructions.
- Login to your Amazon Author Page.
- Click on the “Help” button in the navigation Bar.
- Click on the “Contact Us” button in left hand sidebar of your screen.
- Under “Select an issue,” select My Books.
- Under “Select details,” select Update information about a book.
- In the field that appears, select Update something else.
- In the next field that appears, select I want to link one edition of my book to another edition.
- Make sure to include your email address as well as both ISBN #’s for the two editions of the book you would like to link.
- It takes 1-3 business days for the link to take effect.
Voila. Several days later what Wiley had said was impossible now worked. The two editions were linked and all was good in the world. Until the other day, when the books magically unlinked. Boo.
Yesterday, I followed the instructions again to relink the editions. This time I got a disappointing email from Amazon.
I understand you would like us to link ISBNs 978-1118443613 and 978-0470929827.
The books requested for linking, Venture Deals: Be Smarter Than Your Lawyer and Venture Capitalist ISBN 978-1118443613 and 978-0470929827 don’t meet the qualifications to be linked. Please accept my sincere apologies for this disappointment.
In order to be linked, books must have the same content. Linking books such as the hardcover and paperback edition is meant to allow customers to choose between different formats, but customers should be able to expect to read the same content. Newer editions of nonfiction books generally have additional primary content, and therefore aren’t considered materially the same.
Books that are different parts of a set, or derivations of one another can’t be linked, even though they may be similar.
Thank you for contacting Author Central. We hope to see you again soon.
Double boo. I guess I should be frustrated, but pretty much everything about the old school publishing process baffles and perplexes me. Almost none of it is from a reader or author’s perspective. The publishers and distributors have their own magic language, special rules, and byzantine processes. Everything is harder than it needs to be, doesn’t work quite as expected, and has a bunch of extra words around each step.
I’ve let go of my frustration. Now I’m just amused. And I’m glad stuff like Bookshout exists – hopefully it’ll stimulate another wave of reader-centric disruption.