The Alternative to the Four-Hour Mindset

This addresses a very particular type of entrepreneur, one that I built a lot of my early contracting business on. Someone who calls themselves the &quot;idea person&quot; but rarely gets their hands dirty. I have met many of them via elance, at useless networking events, or via referrals. I have never seen any succeed or change their mindset.<p>The 4-hour mindset becomes more useful when it&#x27;s time to scale. The problem is an unwillingness to do &quot;unscalable things&quot; at early stages, which just comes down to being too lazy to be an entrepreneur.<p>Surprised there aren&#x27;t more comments since I found this article very interesting.

An interesting conundrum occurs to me as I read and processed this through my own largely failed or semi-failed start-up experiences. The issues is this that the failure in my experiences has been enterprise sales delivery. We built cool, even award winning tech. We delivered the product to market. We had CIOs say they loved it. But driving real adoption, selling and getting revenue not just accolades was the issue.<p>So in light of this article, much of the behavior that the author describes sounds a lot like &quot;sales&quot; the very thing I have found missing. And, because it sounds and feels like sales on some superficial level it is easy to imagine for the practitioner that they are just around the corner from the big win.

Very interesting take. I think the pitfall discussed here is that many may plan for passive before the foundation is built.

&gt;“I didn’t know how to do x, so I just had to figure it out.”<p>Hiring managers, are you paying attention?