(Editor’s note: Serial entrepreneur Steve Blank is the author of his blog.). This column originally appeared on
I was visiting a friend whose company teaches executives how to communicate effectively. He had just filmed the second of a series of videos called, Speaking to the Big Dogs: How mid-level managers can communicate effectively with C-level executives (CEO, VP’s, General Managers, etc.) As we were plotting marketing strategy, I mentioned that the phrase “Speaking to the Big Dogs” might end up as his corporate brand. And that he might want to think about aligning all his video and Internet products under that name.
We were happily brainstorming when one of his managers spoke up and said, “Well, the phrase ‘Big Dogs’ might not work because it might not translate well in our Mexican and Spanish markets.” Hmm, that’s a fair comment, I thought, surprised they even had international locations. “How big are your Mexican and Spanish markets,” I asked? “Well, we’re not in those markets today… but we might be some day.” I took a deep breath and asked, “Ok, if you were, what percentage of your sales do you think these markets would be in 5 years?” “I guess less than 5 percent,” was the answer.
Now I mention this conversation not because the objection was dumb, but because objections like these happen all the time when you’re brainstorming. And when you are brainstorming you really do want to hear all ideas and all possible pitfalls. But entrepreneurial leaders sometimes forget that in startups, you can’t allow a “corner case” to derail fearless decision-making.
A corner case is an objection that may be technically reasonable and may have a probability of occurring, but its probability of occurring is lower than your probability of running out of money.
I’ve noticed that corner case comments are directly proportional to the intelligence of the people in the room. The smarter the team the more objections you’ll have – and they’ll all be technically and theoretically possible.
Carefully considering each and every possible outcome before you proceed with a decision is something large companies with large revenues, shareholders and employees need to do.
Achieving consensus about every corner case from each stakeholder in the room is something large companies with large revenues, shareholders and employees need to do.
Unlike large corporations, startup meetings are not about achieving consensus for every objection raised. They are about forward motion, momentum and feedback loops (i.e. Customer Development.)
The heuristic I suggest is: hear the corner case objections, make the objector calculate the odds, if the potential damage estimate is low (probability of the event occurring multiplied by its ability to put you out of business) keep the meeting focused and move on. If you do this consistently your team will catch on.
You’ll be spending your time on what matters, rather what’s theoretically possible. For a startup “No Corner Cases” needs to be an integral part of your corporate DNA.
Any startup that’s striving for consensus on corner cases instead of speed and tempo will be out of business.
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