I’m a heavy reader. I used to read a number of weekly and monthly magazines but find that now I am focused more on reading blogs, news sites and other information. I am varied in my reading, too. I read venture capitalists and tech news, I read political news and information, I read about sports. I also read books, mostly history, and a single magazine (National Geographic), which gives me insights in anthropology, history and the natural world.

Even with all this reading I have found myself too narrowly focused, especially in technology reading. I am finding myself distracted by Silicon Valley. Sean Murphy pointed this out to me a couple of weeks ago. He questioned my plan for a new app, comparing it to certain “Valley” fanboy companies like DropBox and Evernote, and he pointed out that I am trying to make comparisons to outliers.

I have consistently struggled with my own desires for running a business. I have been conflicted between grow a large company well respected in the industry and being happy with a smaller business that gives me the flexibility to do what I want in life.

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I have two daughters, one five and the other three, and they have been obsessed with the idea of famous. “I’m famous” they’ll say, of which I or their mother responds, “Yes, in your head you are.” But they don’t really know what famous is, it is just a word they like. When they finally asked what it means my answer was as follows: “Famous is when people you don’t know know you. There are degrees of famous. For instance,” I explained, “I am more famous than your mother but Nemo is more famous than me.” (Hey, their 5 and 3. Who was I going to say, Lady Gaga?)

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The truth, though, is that I have been obsessed with famous myself and didn’t realize it until Sean pointed it out: I have been obsessed with being recognized for my business accomplishments, I have been obsessed with growing a company recognized as a world-class leader, I have been distracted by the desire to be better known than I am. Reading all those Valley rags, which focus on the outliers more than most, was contributing to my obsession. And to be honest, obsession really doesn’t suit me very well.

So I’m done with all that, or at least being obsessed by it. I just can’t control those things. And frankly it is hard enough controlling the things I can control let alone the ones I can’t.

There was a great question posted on Hacker News last week asking what a non-technical person can bring to a start-up. I contributed the following, succinct answer:

Companies need capital and product and customers. Figure out which ones the rest of your team aren’t bringing and bring it.

First, it is important to note what a start-up is. A start-up is the first stage of company formation. All of the effort is focused on figuring out the core business elements: Who do we sell to? How do we market it? What are we creating? How do we protect it? Is it a big enough opportunity? Is there a big problem we are solving? If we can successfully answer these questions than we exit the start-up stage with a repeatable process and are able to grow the business.

The more I have thought about that simple answer — capital, product and customers is all a start-up needs — the more I like it. (Patting myself on the back :-)) What I am particularly pleased with is how this focuses all attention during this phase on the core elements: How do we pay for this time period? What are we selling? Who has a problem big enough that they are willing to pay for it?

This simple statement is not only focusing on what needs to be done but on the kinds of people that should be considered, too. Those who should work with early stage start-ups are those that bring capital or product or customers (or a combination thereof). Those who can bring these elements in abundance are founders; others are advisors or future employees once the growth stage begins.

I am working on a couple of new products here at Infinity Softworks, any of which could be spun off into a new company. As I think about starting these new businesses, this simple framework has focused me tremendously on what needs to be done and who should be involved to make it happen.

I found this quote at Bryce.vc this morning and just love it:

“Being an entrepreneur is like being a juvenile delinquent. The more you tell us that we can’t do it, the more we want to prove you wrong.”

– Elim Chew

I was far from a juvenile delinquent. To be honest, I was probably the opposite: too afraid to do anything that would get me into trouble.

But this perfectly describes how I work and live now. And, looking back, always had this streak in me.

Sure, go ahead. Tell me it can’t be done. At least you will get me motivated.

Even though we are going to be $8 million in the hole that will require position and school day cuts, my hometown’s school board decided to give everyone raises [article here].

The money quote: “[Superintendent Mike] Scott recommended the board approve the raise, saying it could hamper the district’s ability to draw good candidates for jobs and may push some to other better paying districts.”

And he’s absolutely right if all he is going to do is compete based on money.

It’s a great lesson for all of us running a business. Competing on price is a lose-lose proposition. It is all about why people want your product, not what it gives them or how much it costs.

Same for my town. Our schools don’t have to pay top dollar for teachers and administrators if we compete on other grounds: excellent training, incredible support, fantastic curriculum, exciting opportunities.

No one goes into education for the pay, just like people don’t buy products because of the price. So why are we making it about the money?