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结论与速查指南我至今仍时常

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问些愚蠢的问题你也会

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如此别为此苛责自己事实上就在

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昨天撰写本文时我还搞砸

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了一场特别重要的会议因为

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我不自觉地切换到了推销

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模式但愿各位读到此处时我没

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再犯同样的错误这种情况在所难免没关系与

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团队一起复盘别因失误苛责自己

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或联合创始人努力让整个团队共同

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进步我犯过无数错误但至少现在

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我能意识到并有机会修正大多数

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糟糕的对话都能挽回你们正在

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挑战艰难的事业永远无法达到完美

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但持续改进永远有益人们热爱初创

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企业初创公司创造酷炫事物改善大众生活

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所有人都支持创业者当创业者搞

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砸时人们愿意给予宽容他们由衷

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期盼创业者与初创企业获得成功通过

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提出好的问题我们可以在许多

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有缺陷的想法给我们带来麻烦

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之前修正它们但即便如此有时事情

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还是不会顺利没关系去找那些相信

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并支持你的人感谢他们如果

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相关的话道歉他们会说类似这样的话

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嘿别担心我知道这是怎么

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回事永恒会原谅我们尘世的

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错误每个人都喜欢创业者毕竟

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你是在冒着风险试图让他们

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的生活变得更好经验法则一切都会好

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起来的破解它在古代有预言

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说谁能解开复杂的戈尔迪之

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结谁就能统治这片土地

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亚历山大遇到这个结时他拔出剑一剑

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将其劈成两半结被解开

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了他成为了大帝努力解开这个

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结是正确的过程而直接劈开

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它则是一种破解咚咚嚓

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亚历山大直接跳到了最终结果没有

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做任何工作当我们发现一个新颖

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且令人兴奋的过程时很

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容易花上几个小时痴迷地钻研如何

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解开这个庞大而棘手的结在

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一次关于客户细分的研讨会上一

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位私人教练提到他大部分时间都

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花在了客户之间不计费的

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往返通勤上有人建议警察可能是

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更好的客户因为他可以去

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警察局整天与不同的警官一起工作

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没有通勤计费时间更多而且客户对

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价格不那么敏感理论上听起来不错

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我们都开始痴迷地讨论他将

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如何验证这一点他可以和

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谁谈谈有没有人的家人在警察局

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工作他的面试问题应该是什么

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市场规模有多大等等他像

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看一群傻瓜一样看着我们然后

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举起了手机我为什么不直接打

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电话给他们呢他又不是不

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知道他们的号码我们都有些目瞪口呆

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地站在那里而他则走

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到外面去报了警二十分钟

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后他回来了还预约了一次

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试用课程拥有一个流程是有价值

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的但不要被它困住有时候你

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只需要拿起电话就能解开

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那个结备忘单以防你喜欢列表关键

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技能提出好问题第1章和

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第3章避免糟糕的数据第2

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章保持随意第4章推动承诺

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和进展第5章设定会议框架

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第6章客户细分第7章

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准备和回顾第8章做笔记

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第8章妈妈测试谈论他们的

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生活而不是你的想法询问过去

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的具体情况而不是泛泛而谈或对

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未来的看法少说多听重回

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正轨避免糟糕的数据转移赞美锚定

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空话深入挖掘观点想法请求和情感背后

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的真相错误与症状寻求赞美我

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在考虑创业你觉得能成功吗

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我有个超棒的应用创意你

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喜欢吗暴露自我即情感问题这就是我

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辞职去做的那个绝密项目你

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觉得怎么样我能承受请诚实告诉

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我你的真实想法过于推销不

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不我觉得你没理解是的但

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它还能做到这个过于正式首先

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感谢您同意这次访谈我只有几个

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问题问完就不耽误您时间了

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按1到5分评分您会打

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几分我们安排个会议吧成为学习

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瓶颈你只管产品就好需要了解

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什么我来学因为客户就是

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这么告诉我的我没时间跟

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人交流我得写代码收集赞美

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而非事实与承诺我们收到了

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很多积极的反馈我交谈过的

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每个人都喜欢这个想法会议

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前会议中和会议后的流程如果

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你还没有选择一个专注的可

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找到的细分市场与你的团队

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一起决定你的三大学习目标

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如果相关决定理想的后续步骤和

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承诺如果对话是合适的工具确定

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与谁交谈创建一系列关于对方关心

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什么的最佳猜测如果一个问题可以通过

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案头研究回答先做那个构建对话

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框架保持随意提出能通过妈妈测试

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的好问题转移赞美锚定空话并

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深入挖掘信号做好笔记如果相关争取

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承诺和后续步骤与你的团队一起

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回顾你的笔记和关键客户语录

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如果相关将笔记转移到永久存储

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中更新你的信念和计划决定

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接下来的三个大问题一次成功

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会议的结果事实关于他们做什么

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以及为什么这样做的具体明确的

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事实与赞美奉承和意见等不良

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数据相对承诺他们通过放弃自己珍视

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的东西来表明他们是认真的

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比如大量的时间声誉风险或金钱

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进展他们正在进入你现实世界漏斗

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的下一步并更接近销售表明你

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只是在走过场的迹象你说得

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比他们多他们在赞美你或

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你的想法你向他们介绍了

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你的想法但不知道接下来会

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发生什么你没有做笔记你没有

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和团队一起回顾你的笔记你

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得到了一个意外的答案但这

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并没有改变你的想法你对

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你提出的任何问题都不感到

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害怕你不确定通过这样做要

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回答哪个重大问题你不确定为什么

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要开这个会议

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写下来信号符号兴奋生气尴尬疼痛

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或问题符号为闪电目标或待

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完成的工作符号为足球球门障碍

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⤴变通方法背景或上下文符号为

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远山☑功能请求或购买标准

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＄金钱或预算或购买流程提到

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特定的人或公司后续任务表明

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你没有推动承诺和进展的迹象

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僵尸线索的管道以赞美结束产品

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会议以没有明确后续步骤结束产品

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会议进展顺利的会议他们没有放弃任何

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有价值的东西请求并构建会议

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框架愿景用半句话描述你

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如何让世界变得更好框架你

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目前的位置和你正在寻找的

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东西弱点展示你如何能被帮助

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基座表明他们特别是他们能够提供

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这种帮助请求请求帮助重要的

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准备问题我们想从这些人身上学

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到什么谢谢很有趣感谢阅读希望

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这些内容对你有帮助如需获取

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幻灯片视频和其他信息请查看当

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你遇到我能帮忙解决的障碍

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或者发现我给出了错误的建议

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时请在推特上联系我我

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的博客主要写早期创业相关的

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内容网址是你可以订阅RSS或

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邮件更新并浏览存档文章要成为

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一名更好的创始人你必须

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亲自动手实践创业更像是一

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门手艺而非科学这是通过

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实践才能学会的工具固然有帮助

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但你需要亲自下场实践我从

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启动一些看似愚蠢的项目中学到

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的东西远比从阅读书籍或博客

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中学到的要多行动起来吧

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最后如果您从事支持培训指导或

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投资初创企业的工作我与几位

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其他创始人合作在此处开发教育课程

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包括幻灯片研讨会视频引导指南等您

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可以下载资源加入邮件列表并参与

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其中我们从哥斯达黎加到基辅与从

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牛津到联合国等不同背景的人士

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合作开展培训请通过此处联系我们

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致谢衷心感谢所有提供反馈的人

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特别是那些花时间写下极其有用的

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逐行评论的人DanielTennerAndreasKlinger

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VeronicaTorrasDaveChapmanSalimViraniSabrinaKiefer

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MadeleineEvansSpikeMorelliAdeleBarlow和Orsolya

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Toth谢谢没有人能独自走过创业

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之路感谢保罗格雷厄姆在我们显然

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一无所知时对我们投下信任票感谢

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德文劳伦斯和瑞安登上那趟疯狂

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的列车感谢索尔克莱因每周五充满

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关爱地对我吼叫销售事宜并

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强迫我真正阅读四步创业法感谢

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史蒂夫布兰克写下这本书感谢

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彼得里德和安迪C向我展示

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销售的真实运作方式感谢伊恩和

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皮特帮助我们在伦敦安顿下来感谢

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我的Braintrust同行们他们是完美的

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共鸣板特别是萨利姆维拉尼他总能指出我

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的胡言乱语感谢汤姆斯通戴夫查普曼约翰

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斯平德勒和蒂姆巴恩斯向我展示

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了创业教育世界的美好之处

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并给了我第一次教学的

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机会除了史蒂夫布兰克和埃里克里斯显而易见

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的深远影响外还要特别感谢其他

205
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几位作家他们的作品直接为本

206
00:10:12,274 --> 00:10:15,625
书提供了帮助艾米霍伊关于世界观

207
00:10:15,625 --> 00:10:18,586
的观点布兰特库珀关于市场细分的

208
00:10:18,598 --> 00:10:22,973
见解理查德鲁梅尔特以及拉弗雷马丁关于战略

209
00:10:22,973 --> 00:10:26,437
的论述尼尔拉克姆关于销售的阐述

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00:10:26,687 --> 00:10:29,875
以及德里克西弗斯关于记住企业本应

211
00:10:29,886 --> 00:10:33,375
让你快乐的提醒当然还要深深感谢我

212
00:10:33,375 --> 00:10:36,437
的父母他们通过鼓励以及他们自己

213
00:10:36,549 --> 00:10:38,750
收集的那些疯狂的创业和或

214
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沉船故事在我心中悄然种下了创业的

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种子封面由德文亨特设计作者照片

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由提供谢谢