8. Get uncomfortable at least 1x per day (ideally 3x or 5x). By “get uncomfortable” I mean “summon the courage to do something that makes you anxious”. Speak up during the work conference call. Say hi to the pretty girl or fella standing next to you in line. Run 4 miles instead of 3. Et cetera. Go the extra mile. Remember: “Everything you’ve ever wanted is on the other side of fear.” — George Addair
To assess for product-market fit, look at retention. Do not look at the sheer number of people using your product or feature (which can be skewed by things like how aggressively you promote it.) Retention best correlates with whether your product is valuable because it tells you whether people who tried it liked it enough to return and use it again.
Selling ustwo, however, would be a complete and utter failure, a sign that we were no longer the right people to guide the company. I can’t go down knowing that. And I won’t. This is a hugely exciting time to be in this industry, and as a private company really anything is possible. Being able to decide our own path forward is the drug we’re addicted to. So, yeah, I’m perfectly happy to be the last private product studio standing.
Sticky Tires. We trust our principles. When faced with difficult product choices we lean on our principles to guide the way. That is our way of giving people some basic truths so they can focus on building stuff and can trust that their principles will stick. Just like the tires. For example our teams constantly hear about the need for ‘scheduling’ as a feature but we stick to our principles of ‘on demand and efficiency’ and its always been the right answer. In Chengdu, Shanghai and Wuhan, where we are piloting our latest innovation around UberCommute, we are finding success in letting commuters share a car — on demand — and staying away from the urge to build in scheduling (like our competitor did).