When we usually hear about a startup, it’s always successful: thousands of clients and venture capitalists throwing around money and free food, ping pong tables, and company-sponsored massages. You can get the impression that startups work like this: (A) you come up with a cunning idea, (B) you work on it for a couple of months with your buds (C) clients love it, and (D) it’s off to the ends of the universe.

The main point several bloggers and journalists write about startups is that it fits a stereotype that they're so extraordinary. If a majority of them really worked out like this, the unique success story wouldn’t be newsworthy since it's so frequent. If you’re looking at establishing a startup, check this post to uncover the facts that you’ll soon face:
  • Ordinary people want to earn money. Great people want to do something fun. Eccentric people would like to change the universe. So, if you want to draw in eccentric people, your main point should be to change the universe.
  • Eccentric people are often unconventional and different from “regular.” If you limit your hiring to individuals that have the best, blemish-free background, you’ll miss some of the best people in this world. You need to employ to acquire strengths not to ward off weaknesses.
  • Eccentric products take time and bringing in more people to a project doesn’t cut down the time. If you come through, you won’t even recall when you shipped your first product. If you fail, it won’t even matter if you shipped at all.
  • Upgrade to version *.0! There’s no such thing as a flawless first version of a product—the closest case you'll experience is you shipping a great first attempt that the market embraces in spite of its defects. In reality, there is more risk that the market will go past you as you upgrade your product than you shipping something that forever defiles your company image.
  • Every CEO is worried. If you or your CEO isn’t worried, you’ve got a clown in charge. In addition to not recognizing if the product is great, if consumers will love it enough to pay for it, if the competition isn’t that bad to beat you, and if you’ll run out of money before you start generating sales, there’s nothing to worry about.
  • Ideas are simple; execution is hard. The “AHA!” moment of a startup is immensely overestimated if not absolutely imagined. The hard part isn’t coming up with the idea—it’s carrying out the idea and making lots of money doing it.
  • Difficult isn't the inverse of fun. A lot of people believe that startups are amusing: hanging around imagining the future with awesome, cool people. The truth is that startups are viciously hard since there’s no buffer in case you fail. However, difficult is fun for a few people. Sure, easy is only fun for a little while.
  • The future doesn’t get better—it only becomes different. The future is rarely what it’s supposed to be—sure, you look ahead to that moment when you’re shipping orders, profits are on the rise, and you’re finally finished. The reality is that when that final day arrives, the difficulties simply change, never disappearing, because that's when you start handling disgruntled customers, product returns, imitators, and eager investors.
  • Rivalry starts at $50 million. The startup game becomes really intriguing when you achieve the $50 million in annual sales mark. That’s when you’re too mainstream to be independent. That’s when you’re worthy to compete with and when the masses start expecting a great deal from you.
  • The truth will set you free. The most important commodity in a startup is the absolute truth—the simple truth about what your product can and cannot do, what the defects and strengths are, and what you do and do not know. Speaking the truth takes less energy since there's only truth whereas there are numerous lies to juggle.
A startup is a wonderful thing, but as with many wonderful things, you need to know what you’re moving into. These truths will help you to understand, and value, what you’re getting into.