Special Dread

There’s a special kind of dread you feel when you fire up the laptop first thing in the morning—and see you made a stupid little mistake the day before, resulting in a customer being incorrectly charged almost 40 times (overnight), to the tune of almost $3,000.

“You see this watch? You see this watch?”
“That watch cost more than your car.” —Blake

My daily driver cost $2,500.

But you know what’s nice?

Somewhere along the way, someone told me:

“Call your customer before your customer has to call you.”

I had the problem solved, the charges reversed, and full documentation to the customer within 30 minutes. His response, “Shit happens.”

I hope he gets to keep the points.

Is there anything more important than follow-through?

“Is this the ‘no follow-through’ speech again, Dad?”
“You know what your problem is, son?”
“No follow-through?”
“No follow-through!”

I have no idea why that scene from a corny movie (If Looks Could Kill, 1991) stands out in my mind all these years later, but it does. (If you’re into corny, mistaken identity, spy comedies from the 90s, you might enjoy it. There’s a Lotus Esprit, Nissan 300ZX, and Saab 900 in it!)

In any case, follow-through has been on my mind lately. I’ll be the first to admit, I tend to run with exciting new ideas—no matter the cost to following-through on previous ones already in progress.

Should I really be rebooting GBXM—or doubling my efforts here?

Should I be thinking about sailboats—or investing in my Montero?

See what I mean?

It’s not necessarily that simple, but it’s on my mind lately.

I don’t have a 7 year horizon. Yet.

Also inspired by Valeria Maltoni’s Learning Habit newsletter. Check it out.

I love the thinking behind a seven year horizon. It’s less than an arbitrary decade, but longer term than most. Compromise, and yet not.

In June, I was let go from LeadMD. They’re a tribe of fierce robots hell-bent on delivering results to customers. LeadMD was founded in 2009.

I started GBXM in 2009.

My friend Adnan runs CarThrottle.com. He started that in 2009 as well. (Gave me the ground floor opportunity in 2010, too, but I passed because GBXM.) He now has millions of subscribers and offices in London and New York.

GBXM never went anywhere.

More and more, I think the lesson learned is compromise has its place, but not when it comes to delivering value.

In any case, I’m in the process of rebooting GBXM. Again.

I don’t have a seven year plan. I don’t even have a three year plan.

It’s just the thing I feel like I need to do right now.

Where will I be in seven years? When GBXM turns 15?

I don’t know, but there’s only one way to find out.