The first time you meet someone, they're a new acquaintance, the second time you have a bit of an understanding, and the third time you meet them, you're old hats.
So many of my rookie mistakes could have been avoided by first-hand exposure to other, more experienced technology entrepreneurs.
Get your product in front of actual, living, breathing strangers. Your college roommate's approval does not mean there's market demand.
My first company failed completely. And it failed at about ten months old. I had about 12 months of savings, so when it failed I was thinking: 'Do I go back to work?' And at that point I believed so deeply in what I was doing that I couldn't imagine anything else other than trying to make this business work.
When talking to first-time entrepreneurs, I often ask them: 'How do you know that people want your product or service?' As you can expect, the answer is often that they don't yet, but will know once they launch. And they're right. That's why it's critical to launch as quickly as possible so you can get that feedback.
One of the top causes of startup death - right after cofounder problems - is building something no one wants.
There were so many lessons I learned the hard way: missing out on a raise because I didn't know to ask, having colleagues consistently get credit for my ideas because of how I spoke up in meetings. When I looked for a resource that addressed the challenges I was facing, I couldn't find it. There was nothing.
The idea for The Muse came from my own life, from a product that I wanted but couldn't find anywhere. Sometimes when you see a need for something in your own life and you can't get it, you feel crazy enough to make it happen yourself.
It's hard when you have a lot of naysayers to know when they might be right or when to ignore them and go with your gut and do something that may seem risky.
Take the time to match your application to the company and the role you're applying for. Even if it means you're sending out fewer applications overall, I think that can be really powerful.
I think the idea of a 'perfect job' is a myth - there are pros and cons of every position, good days and bad days, and even what most people would consider dream jobs come with their share of downsides.
Networking doesn't have to be all about talking shop over appetizers and bad chardonnay - do it in a way that works for you.
Know your career values: Not your parents' values, not your friends', but what you personally value in work. For me, it's things like moving quickly and scrappily, ownership and authority over my work, and flexibility.
I grew up thinking that I would be an ambassador secret agent. From age 14 to right before I graduated college, I was really interested in the foreign service and the United Nations. I learned to speak French, Turkish, and all these things.
Something I've learned is that when people tell me I can't do something, I immediately wonder why and then think it through. It only makes me more motivated to prove them wrong.
I work late nights catching up on emails, and then, in the mornings, I just hop on my laptop right away. Then, every other day, I'll hop into the shower! My husband is horrified that I don't shower every day.
Previous experience, key skills, and education. They're undoubtedly all important things you consider when filtering through applicants in order to make a new hire. But, what's another major determining factor of whether or not that hopeful interviewee deserves an offer letter? Cultural fit.
You don't hire for mediocrity. Instead, you bring people onto your team because you know that they'll make a valuable contribution and turn in amazing work. But, in order to have that expectation, you need to make sure you're fostering an environment that allows them to do so.
Employees don't need to be best friends, but there does need to be a level of mutual respect and understanding.
With clearly defined roles and a focus on communication, it's much easier to make your company come across as well-organized and on top of things - because it actually is.
