This Is The Truth About The Shortcut To Entrepreneurial Success

An entrepreneur shares his views on why “hacking” your way to growth is often detrimental to your business.

This Is The Truth About The Shortcut To Entrepreneurial Success
[Photo: Sam Mgrdichian/Unsplash]

Often times, when I attend a conference or a networking event, I am surprised by how many people operate at the periphery of the tech industry. Social media gurus, SEO “ninjas,” bloggers, etc. It’s a clique of tech “club promoters.” The hype men of the industry.


“Hack your way to success.” “Meet the right people.” “Become a business superstar.” They’ve found their silver bullet. They boast of building a passive income from a web business, all while traveling the world as the rest of us mortals are slaving away at our nine to five jobs.

In a world where we are searching for silver bullets, these people seem to have amassed an arsenal of them. Moreover, they’ve found audiences to sell their silver bullets to the masses.

The most blatant example of this are some of the disciples of the 4 Hour Work Week, by Tim Ferriss. The book itself is not really the issue. Ferriss indeed outlines some interesting tips on managing resources to get the highest ROI on your work. What is objectionable, however, is the hack-your-way-to-success mentality it has spawned in entrepreneurial circles.

It’s a mind-set that is antithetical to everything I know about entrepreneurship. I see this mind-set in people who talk about having an amazing idea that they want to farm out to a young college student who can code, or outsourcing development of a product to a cheap dev house. It’s a mind-set that assumes entrepreneurship is a series of networking events and fundraising meetings, or even some silver-bullet business connection they have in lieu of a real distribution strategy. It’s taking a passive approach to a very difficult undertaking.

Craftsmanship Is The Primary Driver Of Success

What is missed in all of this is the mind-set of craftsmanship; that one’s expertise and deliberate focus on one’s craft is actually the primary driver for success, and not some crapshoot of a series of hacks.

What happens on the periphery –whether it be the towel slapping we see on Twitter from tech celebrities or headline gossip out of TechCrunch – is not actually meaningful as a foundation of a business or a profession. Neither are the number of coffee meetings you have scheduled, or the amount of networking meetings you attend. These things are tertiary at best, and at worst, just plain old distractions.


To be successful over the course of a career requires the application and accumulation of expertise. This assumes that for any given undertaking, you either provide expertise or you are just a bystander. It’s the experts that are the drivers–an expertise that is gained from a curiosity, and a mind-set of treating one’s craft very seriously.

Related: This Silicon Valley Therapist’s Tips For Coping With Startup Stress 

Running A Startup And Honing One’s Craft

A startup is by nature a crash course in developing expertise. What makes startups unique is the sheer dearth of resources. This dearth of resources forces founders to rapidly adapt their skills to meet the demands of the project.

“I didn’t know how to do x, so I just had to figure it out.” This is what I regularly hear from successful founders, whereas “I couldn’t find someone to do X, so I had to reconsider whether to pursue it at all” is a common refrain from unsuccessful founders.

If you step up to the challenge, you’ll realize that the startup is nothing more than a teacher. It in fact is a great teacher for no other reason than it demands the accumulation of knowledge quickly for the startup to survive. A technical founder, whose experience may relegate her or him to a specialist role in a large company, for example, has to adapt and take on more expertise in adjacent technical areas. There simply aren’t the human resources to hand off these tasks to another specialist.

This is true for taking on tasks in other domains, whether that be sales, finance, marketing, management, or design. You have to take an interest in these domains because there is no one else to fill these roles in your early stage company.


It’s in exploring these unknown territories and facing the headwind of startup challenges that it becomes clear that the startup is merely a force of catalytic professional and character growth. With actual success of any given venture subject to the whim of outside forces, this growth is the non-monetary dividend that makes the experience priceless.

That is why the passive, 4-Hour Mind-set is so self defeating. To lounge on a beach or travel the world and not actively engage in building your arsenal of expertise is professional malpractice.

Related: The Hard-To-Nail Formula That Makes Building A Startup Easier 

It’s also not practical. No serious company has been created passively–the passive mind-set that leads people to say, “I’ve got a great idea. I’ll hire a team to build it out,” or “I have this great connection who will drive sales,” while I play armchair visionary. Startup graveyards are full of visionaries without expertise or the proper skills to execute, for no other reason than ideas are not self executing, but are rather made into being by intense engagement by skilled operators.

Most importantly, to think of a business as a series of hacks and transactional relationships, you’ll never amass the expertise that your future self and future businesses need to succeed. Startups fail withstanding founder expertise, of course. It is certainly not sufficient to be an expert. However, expertise does make it possible to traverse the struggles of creating businesses over the course of a career. You’re not simply working on the idea in front of you, you’re building the knowledge to succeed at your next projects as well.

It is the expertise and the mind-set of craftsmanship that allows someone like Elon Musk to jump from project to project and sector to sector with the knowledge of how to execute on the highest-level problems. It’s not simply his ability to find interesting ideas. It’s his command of the domains of the business that allow him to execute the way he does.


If you are to optimize for anything, optimize for the long term. Use the challenges of your business today to build mastery in your craft. There is no guarantee that any one venture will succeed, but that mastery will bend luck in your favor over the long course of your career.

A version of this article originally appeared on Hacker Noon and is adapted with permission.

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