What the hell is a business guy? 8 things a “business guy” should probably be able to do.
tl;dr: too easy to say “I’m a business guy” when you don’t have any technical chops. A good business guy actually has particular competencies: (1) passion, (2) clear vision, (3) user focused mentality, (4) balanced focus and knowledge of what features make sense and why, (5) a good eye for design and UX (and what design actually means), (6) the ability to network, (7) good eyes / the ability to find utility when it’s not super apparent, (8) the desire to actually be a good person.
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I find that it’s too easy to say, “Oh yeah, I do the business stuff while my partner focuses on building the product” in a startup with just two or three partners. I hear it so often that it almost sounds like a cop out. “Oh yeah, I have no technical skills to speak of, so I’m going to say I’m a business guy.”
Some people are amazing at being a business guy and can justify it with a track record of previous ventures, but it’s tough when you’re a first timer, so it’s a very different role to play from a developer’s or a designer’s. That said, I always wonder how people judge the business guys value add to an early stage company.
This is how I go about judging value of a business person (and note that this is how I do it; by no means is it right or wrong, but its what my encounters have taught me). A lot of this can come from a conversation:
1) Passion:
Any business guy that doesn’t have a personal connection to the work he’s doing won’t do it nearly as well as someone who does. That’s one of the big reasons I think ideas are worth sharing with other people. Unless someone actually cares for what you’re working on enough to dedicate a huge chunk of time to it every single day, chances are they won’t steal it, and even if they do, they won’t do it as well as the next smart guy that actually cares. I’ve had a lot of sweet ideas for projects that were cool, but…they didn’t maintain as much relevance to my life as what I’m working on now. Because of that, my interest in them only lasted so long. The better of those ideas fell in the realm of publishing, annotating, food delivery, conference efficiency, and location-specific communication. None of those were things were connected to my lifestyle enough for me to pursue, so I didn’t have the founder-market fit needed.
2) Vision:
A vague characteristic. This ties into the importance of having a definable goal. What I think is really important is that the business guy can paint a vision of the world with the product he’s creating that is a better one for the stakeholders of the product than the present world. It’s also important to realize how every single piece of the puzzle fits into the achievement of that vision. Vision is not just for the overall purpose of the company and product, but also for the team members to have a full grasp on the importance of their work. Being a team member needs to be fulfilling.
This might be a peeve of mine, but I need to hear that presentation of vision without jargon or buzz words. I’m not a fan of “disrupt,” “revolutionize,” or other words in that family. I like defined explanations of how improvements are made. Improvement is a really unsexy word, but it makes a lot of sense. Who cares if an industry is being disrupted if it’s not being improved?
3) User focused mentality:
The business guy is too commonly also known as the idea guy. I think that’s dumb. If you have a brain, you have ideas. If you’re a good business guy, you’ll ensure your ideas are geared towards the net happiness of your users. Your users make your product what it is. The least you could do is make them as happy as they could possibly be as a result of your work. As Tony Hsieh (Zappos) says, a business guy needs to deliver happiness. Ideas are nice, but unless the elements of that idea are making the users happier, why would you pursue them? That ability to prioritize and keep those considerations…considered, is key.
4) Balanced focus:
This is something I picked up in working with Mike K. of Skillshare for a project I contributed to for them. Mike made it clear not to go overboard with features and things you could do. It’s easy to okay a shit ton of “cool” features. You know what’s not easy? Eliminating 99% of those potential features, focusing on what will yield the maximum happiness among your users. For more on this, see Mike’s post, as he’ll say it better than I ever could.
5) A good eye for design and UX:
Now this isn’t a key requirement. I know a lot of business guys who don’t know the first thing about fine details or beautiful design. You don’t need a degree in user interaction, but you do need to understand the creation of a fine experience.
I know why I like Dropbox as a solution much more than Google Docs, why I’m using GMail over Windows Live, why I use Twitter over a news site or RSS feed, why I use a Mac over a PC, why I use Quicksilver over Spotlight, why I use Rdio over Spotify and why I use Chrome over Firefox. I’m also familiar with why some may disagree with my preferences and why certain experiences that I prefer don’t align with their preferences.
It’s important to know what user you’re catering to and ensure that you’re cognizant of what would get them to hit the X button versus what would get them to stay on your site. It took me weeks before I could finally figure out how to get my users to the functionality they wanted in two clicks or less on their first use of Alternote. It took a lot of creative thinking, but I know a third click could lead to unneeded churn.
6) Networking ability:
There are a lot of people that help a startup reach success. It’s not the founders. It’s the
- customers who used your product,
- the journalists that got your name out when you needed them,
- the friendly entrepreneurs and investors that dropped critical advice,
- the pre-product users that explained why they didn’t like the product concept and why they did,
- the friends that decided to help out in any way they could - reviewing site content, marketing pitches, potential UXs, etc.,
- the people that got your recruiting emails and whatnot out so that you found the right person for your team,
- the technical people that were busy with their own products but explained to you, the partner-less business guy, what stack would probably work best for your product, what languages would be optimal to achieve your desired UX, etc.
Those people don’t magically show up. It takes a boat load of emailing, tweeting, blog commenting, and coffee meetings. I have spent full days emailing people to schedule meetings and get some critical feedback, and without that, I wouldn’t have the vision or product concept I do now. You need to give people a damn good reason they should talk to you. Part of networking involves knowing what value you bring to the table.
7) Good eyes:
I don’t mean literally. Rather - and I don’t mean this in a reducing-humans-kinda-way - it’s extremely valuable to see where others could help you. Too often, I see people let good opportunities slip because they didn’t quite realize how certain people could help them (and, even more important, how they could help those people). When you’re working on formulating your idea and aren’t really thinking about the design but you meet a designer in a coffee shop who happens to be extremely friendly, it’s usually good to help them however you can and develop a strong relationship so that when you need help tweaking a font on InDesign and don’t know the first thing about how to do that, they’re there for you. That said, always focus on near-term actionable goals, but be able to zoom out and realize how different people you meet could be helpful could make all the difference. That’s not something everyone can do very well.
8) A desire to be good:
It’s easy to be on the lookout for yourself and focus on just your product and make yourself great and all that jazz. It’s not NEARLY as easy to help people along the way. I think the most successful business guys are the ones who genuinely want others to succeed and will help them make that happen. I know this is the shortest paragraph here, but it’s easily one of the most important.
There’s a lot to being a good business guy, and my list is very biased to what I’m familiar with. I am, by no means, a guru or someone who ever really knows what he’s talking about (if that’s what you’re looking for, go some other place, but what I do know is that being a good business guy isn’t something everyone can do, and there needs to be some sort of representation of someone’s abilities for us non-technical folk. Starting some cool stuff that isn’t necessarily a business could help (psst, this is what I did last summer).