Skip to content

Main Navigation

  • Home
  • Newsletter
    • Subscribe
    • Latest Issue
    • All Issues
    • All Takeways
  • search gradually
    Generic filters

Gradual Daily 51  📈

To: Gradually's OGs
January 12, 2021
View In Browser

Some Days vs. Other Days

[Image source: u/WishToBeConcise403]
Cheers to the newly subscribed OGs🧃

Happy Tuesday everyone!

Some days are inevitably going to be easier than others. Harder days are hard for a reason. The end reward is greater than the end reward of easy days. Hard days become harder when you let the hardness of the day affect your attitude and action. Hard days become easier when you feel you have a sense of control over your attitude and action. If all else fails, there’s always tomorrow. Tomorrow is a new chance to regain control. To start fresh. If you’re able to, don’t wait until tomorrow, though. Reset yourself, gain control of your attitude/action, and start again. You can do it.

If you’re new here, welcome! Below you’ll find 3 pieces of valuable curated content that aim to make you wiser, wealthier, and healthier  — gradually (aka your daily dose of digital vitamins).

Wisdom
1mg • consume content below with care for full effect
[Image source: Bryan Unger]
Growth Without Goals  by Patrick O’Shaughnessy

Takeaways

I highly suggest consuming the full piece here (7 min. read time)

“Continuous, habitual practice(s) trumps achievement-based success,” says O’Shaughnessy.

“…‘accomplishments’ are traps. Accomplishments, by their very definition, exist only in the past or future—which are not even real things.” — Patrick O’Shaughnessy

“The story that we are told in America is that achievement—money, power, awards—equals success. I had this idea deeply imbued at a young age. We are desire-fulfilling machines: the mind literally IS desire. My desires–and therefore my actions–were shaped by these stories, like the story of achievement. Now I try to ask, what stories are we telling ourselves that are bullshit?” — Patrick O’Shaughnessy

“Now I just want to explore…Exploration is continuous, there is no endpoint. Focusing on exploration is very rewarding all the time. It may produce things that look like endpoints, like achievements, but those things are just byproducts.” — Patrick O’Shaughnessy

“In the famous 1997 letter to shareholders, which lays out Amazon’s philosophy, Bezos says that their process is simple: a ‘relentless focus on customers.’ This is not a goal to be strived for, worked towards, achieved, and then passed. This is a way of operating, constantly—every day, with every decision.” — Patrick O’Shaughnessy

“explore for the sake of exploration, without expectation. Discover essence in your surroundings and in yourself, free from external conditioning (stories) and expectations. Build from the inside out and bottom-up. Great habits and practices make a great and successful life. Cultivate those and the rest will take care of itself.” — Patrick O’Shaughnessy

My two cents: Patrick mentions that he uses an app called, “Way of Life” to help track his continual habitual practices. I downloaded it and am going to try and use it each day. It looks well made and the philosophy behind it screams “gradually.” Our habits…day by day, week by week, month by month, year by year, decade by decade…make up our lives. I see the app as a helpful reminder to help me stay on track with habits that align with my vision of a successful life.



Share (if you're an OG)   Twitter Facebook
Wealth
1mg • consume content below with care for full effect
Superhuman founder and CEO Rahul Vohra
How Superhuman Built an Engine to Find Product/Market Fit  by Rahul Vohra

Takeaways

I highly suggest consuming the full piece here (21 min. read time)

“We’ve all heard that product/market fit drives startup success — and that the lack thereof is what’s lurking behind almost every failure.” — Rahul Vohra (Founder & CEO of Superhuman)

“If, after launch, revenue isn’t growing, raising money is tough, the press doesn’t want to talk to you and user growth is anemic, then you can safely conclude you don’t have product/market fit.” — Rahul Vohra

Sean Ellis, who ran early growth in the early days of Dropbox, LogMeIn, and Eventbrite and later coined the term “growth hacker.” Ellis had also found a leading indicator to know whether you have PMF or not: “just ask users ‘how would you feel if you could no longer use the product?’ and measure the percent who answer ‘very disappointed.’”

To achieve this, Rahul says to ask these 4 questions:

  1. How would you feel if you could no longer use Superhuman?
    • Very disappointed
    • Somewhat disappointed
    • Not disappointed
  2. What type of people do you think would most benefit from Superhuman?
  3. What is the main benefit you receive from Superhuman?
  4. How can we improve Superhuman for you?

All you need is 40 users to answer those questions truthfully (more is better, though). And the goal is to get 40% of users to feel “very disappointed” if they were unable to use your product again. This is the key to know whether you’ve reached PMF or not.

If you fall underneath that 40% threshold, then you’ll need to optimize your product/market fit engine. Rahul goes into great detail in his piece, but here were his main points:

  • “Segment to find your supporters and paint a picture of your high-expectation customers.
  • Analyze feedback to convert on-the-fence users into fanatics.
  • Build your [product] roadmap by doubling down on what users love and addressing what holds others back.
  • Repeat the process and make the product/market fit score the most important metric.” — Rahul Vohra

“Investors advising early-stage teams should avoid pushing for growth ahead of product/market fit. As an industry, we all know that this ends in disaster, yet the pressure for premature growth is still all too common. Startups need time and space to find their fit and launch the right way.”  — Rahul Vohra

“…it’s better to make something that a small number of people want a large amount, rather than a product that a large number of people want a small amount.” — Rahul Vohra

My two cents: I’ve never seen/heard of a product/market fit optimization engine before, but it’s most likely because I’ve never worked for a real tech company before. The way Rahul explains it makes it seem like optimizing for product/market fit is so easy, although I personally know it’s a lot harder to execute (especially if your product is still subpar). Nonetheless, this framework is too fascinating to not give it a try.



Share (if you're an OG)   Twitter Facebook
Health
1mg • consume content below with care for full effect
[Image source: Grant Cornett/The New York Times]
The Extraordinary Science of Addictive Junk Food  by Michael Moss

Takeaways

I highly suggest consuming the full piece here (45 min. read time)

Kelly Brownell, a Yale University professor of psychology and public health on why the processed-food industry should be a glaring public health concern: “As a culture, we’ve become upset by the tobacco companies advertising to children, but we sit idly by while the food companies do the very same thing. And we could make a claim that the toll taken on the public health by a poor diet rivals that taken by tobacco.”

“‘Stomach share’ — the amount of digestive space that any one company’s brand can grab from the competition.” — Michael Moss

Food companies spend millions in their product optimization process. “food engineers alter a litany of variables with the sole intent of finding the most perfect version (or versions) of a product. Ordinary consumers are paid to spend hours sitting in rooms where they touch, feel, sip, smell, swirl and taste whatever product is in question. Their opinions are dumped into a computer, and the data are sifted and sorted through a statistical method called conjoint analysis, which determines what features will be most attractive to consumers.” — Michael Moss

“People could point to these things and say, ‘They’ve got too much sugar, they’ve got too much salt,’…Well, that’s what the consumer wants, and we’re not putting a gun to their head to eat it. That’s what they want. If we give them less, they’ll buy less, and the competitor will get our market. So you’re sort of trapped.” — Geoffrey Bible, former C.E.O. of Philip Morris

“…the Lunchables team would delve into adolescent psychology to discover that it wasn’t the food in the trays that excited the kids; it was the feeling of power it brought to their lives.” — Michael Moss

Dwight Riskey’s (expert on cravings) theory on why snacking became such a big industry: “Eating real meals had become a thing of the past. Baby boomers, especially, seemed to have greatly cut down on regular meals. They were skipping breakfast when they had early-morning meetings. They skipped lunch when they then needed to catch up on work because of those meetings. They skipped dinner when their kids stayed out late or grew up and moved out of the house. And when they skipped these meals, they replaced them with snacks.” 

Vanishing caloric density: when something melts down quickly, our brains get tricked into thinking there are no calories in it. 

My two cents: I can’t be the only one that forgets that each individual snack or processed food we consume is a business. And businesses compete and deceive. This piece shows what goes on behind the scenes for products such as Lunchables, Dr. Pepper, and others. Be intentional about what you consume!



Share (if you're an OG)   Twitter Facebook

Read

  • Subscribe
  • Latest Issue
  • All Takeways
  • All Issues

Follow

We use cookies on our website to give you the most relevant experience by remembering your preferences and repeat visits. By clicking “Accept”, you consent to the use of ALL the cookies.
Cookie settingsACCEPT
Privacy & Cookies Policy

Privacy Overview

This website uses cookies to improve your experience while you navigate through the website. Out of these cookies, the cookies that are categorized as necessary are stored on your browser as they are essential for the working of basic functionalities of the website. We also use third-party cookies that help us analyze and understand how you use this website. These cookies will be stored in your browser only with your consent. You also have the option to opt-out of these cookies. But opting out of some of these cookies may have an effect on your browsing experience.
Necessary
Always Enabled

Necessary cookies are absolutely essential for the website to function properly. This category only includes cookies that ensures basic functionalities and security features of the website. These cookies do not store any personal information.

Non-necessary

Any cookies that may not be particularly necessary for the website to function and is used specifically to collect user personal data via analytics, ads, other embedded contents are termed as non-necessary cookies. It is mandatory to procure user consent prior to running these cookies on your website.