That’s what it should say on my business card. It’s the most common analogy you’ll hear around my office. It’s perfect symbolism for my core professional service. I help companies take nebulous concepts and turn them into viable businesses. Sometimes, the companies don’t even exist when their founders walk through my door. The one thing I tell every single one of them is “Throw the dart.”
Startup founders often don’t realize that what they’re doing is taking a few healthy steps backward from the throwing line, blindfolding themselves, and throwing a dart at the board. While other companies do everything in their power to find loopholes allowing them to step closer to the board, first-time entrepreneurs underestimate the difficulty of hitting the target. Then, they compound that problem by doing simultaneously the best and worst thing they will ever do – making business decisions based on gut feelings. They draw the line wherever they want, stand proudly at that line, and then…
Then, they start to actually think about the problem. “Ok, so I know there’s a target, where the target is, and the basic dynamics of dart trajectory. I got this.” they might think. “What about wind? How can I account for that? I don’t know the first thing about wind.”
This is usually where I come in. (Again, this is a metaphor. While I do actually know quite a lot about aircraft flight dynamics, this isn’t about an actual dart.) I tell them to throw the dart. I explain that what I mean is to take a measured action toward their goal. Their goal is to launch a product. I remind them they’ll never hit the target if they never throw the dart. (This is a proverb. Go with it.) I explain that what I mean is one can not succeed if one does not attempt. (Sorry. Another proverb. Bear with me.) If the goal is to sell something to a customer, it’s a good idea to know who the customer is, what they want to buy, and how they’d prefer to buy it. There are two ways to know what customers want. First, ask them. They’ll probably give a different answer for each customer, and you’ll spend more time organizing the results than deriving meaning. Second, observe them. Learn as much as you can from their actual behavior. This implies having something to measure, which itself implies customers actively using a system.
Throwing the first dart is the hardest. There’s so much on the line. What if it’s wrong? (It is.) What if there’s no market? (There isn’t.) What if I miss the target? (You will.) I’m like a lawyer, in that it’s my job to make emotionless decisions based on specialized training and awareness of current trends. I stop you from complicating the process with doubt and uncertainty, in your search for perfection. I tell you “perfect is the enemy of good enough,” put the dart in your hand, turn you to face the board, and I ask you to do one thing. I say “do the one thing that’s simultaneously the best and worst thing you will ever do – go with your gut.” And you do the hardest thing you’ve ever done. You throw the dart. You miss. And you learn to try again.