I'm limited. My skills are finite. Regardless of how many new things I learn, my skills set is not limitless. This obviously means that there is only a limited number of things in my life that I will be truly good at. Some skills I may be able to enhance with practice / experience and a few others I'll be able to hold my own (whilst never being great at those). Fact is, I can't do everything.

This honest self-evaluation has been especially true for in my business / work life. A couple of years ago when I co-founded WooThemes, I was a DIY-type designer / developer / jack-of-all-trades. As the business has grown though, my role has evolved significantly and I'm now the "business guy" at WooThemes (main reason being that this is something I'm much more passionate about than pushing pixels or writing lines of code).

In this role, some of my main responsibilities are marketing & business development (whatever exactly that is). Considering I did my graduate studies in accounting & only did a one year post-graduate in business strategy, neither of these two are things that I'm necessarily great at, yet I'm tasked to take care of those in a very successful business. I don't think I'm bad at those either and in fact I think I've got a bit of natural talent too. My 3+ years of experience has obviously also helped. I'm still not great though. 

So with this in mind, I've been doing a couple of things to counteract the inevitable fact that I'm simply not great at everything. Natural talent goes a long way, whilst a "student-like" mentality coupled with experience will increase the reach of that talent. None of those are sustainable though and I've identified a couple of ways in which I can avoid stagnating personally, as well as within our business:

• I believe that every single person we've hired at WooThemes, has been better than myself at something. As mentioned earlier, I was much more hands-on initially in terms of design & development, but these days that is not needed since we have incredibly talented people taking on that responsibility. I also believe that it is absolutely crucial that - as an employer - I need to trust these guys' opinion and back their decisions with conviction, because they are much more talented, skilled & experienced in those areas. If we didn't hire guys that were better than the co-founders in some way, we'd stagnate pretty quickly, since the company could only grow at the speed at which we could grow as individuals. Hiring a team that is better than you though, drives the momentum of that growth / innovation forward exponentially.
• Being based all the down in Cape Town, South Africa (read: far removed from any major tech hub) it is a challenge to make friends and have mentors in our industry. Through the years though, I've spent a lot of time building relationships online (WooThemes' success has obviously helped with this) and I have many great friends that have founded or are working at much bigger companies than ours. Whilst they don't necessarily act as an "official" advisor / mentor, they are always available to me if I have any questions or I just want to bounce an idea off them. This kinda feedback from an experienced individual is absolutely invaluable in terms of exposing myself to other ways of thinking and implementing generic strategies.
• One of the things I've been intrigued about in recent months is the notion of working with specialists to consult on specific things within our business. A couple of months ago, we worked with CoSupport to improve the way we were doing customer support. Sarah Hatter (who heads up the team at CoSupport) was previously responsible for the setup & running of 37Signals' customer service for 6-odd years. So you can just imagine the type of invaluable feedback that she & her team was able to pass onto us. The whole experience was so enriching, I'm no actively pursuing a collaborations with similarly awesome individuals to consult on other areas of our business.

I don't generally do things out of fear, because I think that fear is a relatively stupid foundation on which I can base a decision. I do however have a fear of stagnating. I want to learn more every day and every morning I want to wake up, I want to try be better than the day before. This same attitude applies to what I do in business and right now this energy is directly focused on growing WooThemes even further.

There is just however no way that I can do that without working with other people that are better than I am. Recognizing & embracing this has probably been the best decision I've ever made in business.

I'm writing this post whilst on a train to London (back from Newcastle, where the WooThemes team attended DIBI) to catch a flight back home after a week-long UK-trip with the whole WooTeam. This was the first ever time that we had the whole team together in one room (10 of us) and the main aim of the trip was fun, geekery, team-building with a bit of work sprinkled in.

So as I reflect on the trip on what it has meant for our company & team, I realize that all of the things that I thought we would benefit from the trip have indeed happened. And to use a cliche: plus so much more. Fact of the matter is that - as a business owner and co-leader of our team - I'm absolutely overwhelmed by all the fantastic experiences I've had with the team in the last few days.

I think that teams, as a unit - don't always get the attention it deserves and this is especially true for online, where the focus tends to be on the cofounders, product & revenue strategy. Half of the WooTeam works remotely and out of our Cape Town office, which makes meetups like these even more important. I don't think that you can ever attach too much value to meeting someone face-to-face; it really doesn't matter what kind of technologies you use to replicate that remotely, because it will never beat face-to-face conversations. I think that's just human nature.

The friendships that we've forged / reinforced on this trip will have a lasting effect on the work that we'll do in the next couple of months and I'm sure that our users will be the primary beneficiaries of the renewed passion and energy within the team. Double win.

Yes, this trip has been quite a significant expenditure for us, which is why we need to limit them to once every 12 - 18 months. But heck, the way I feel about this week now, I'm ready to spend that money all over again (after I've had a week's rest first admittedly, as my body can't take the shots so well anymore).

A couple of weeks ago I wrote a post titled "The Challenges of The Business Guy", which basically details my own, non-technical role within WooThemes.

This means that my daily job doesn't include designing or developing anymore, even though I'm still heavily involved in all of those processes. Part of my job is to make sure that the WooTeam hits strategic aims and more importantly (regardless of us hitting specific goals) that everyone is at least working away in the same direction.

This is something that is admittedly quite challenging when you consider that our team is based remotely and scattered across the globe.

Last week Mark randomly noted (in conversation) that "our (as cofounders) jobs has taken on the role of quality assurance". Even though I immediately agreed with him, I didn't fully grasp the implication of what he said, even though my gut knew this to be the truth. 

I'd be lying if I said that I don't spend most of week handling e-mail and being in & around Basecamp, which we use for project management. Following up on stuff that needs to be done, setting up to-do lists & milestones for known projects and sending off exploratory e-mails to future, potential collaborative partners. That's my job. I also know that compared to when we started out, Magnus & Mark too have taken on more & more of these responsibilities as our company has grown.

So questioning why we actually do this and why this has become such a significant part of our jobs, probably gets you closer to what Mark said about quality assurance. I believe that - as cofounders and the initial heart of the business - we via the project management and thus keeping our fingers on the pulse, quality assurance is a beneficial byproduct. In this way, I see ourselves as being the custodians of WooThemes and the quality that we create.

Project management is thus not necessarily about efficiency, productivity or even just remembering to do certain things; it is about not betraying the heart of our business. And therein lies the quality.

If we can ensure that we stick true to the very core of what we do every day, then quality is a natural consequence of that hard work. E-mail & project management to a large extend is tedious and considered to be unproductive (we're not creating anything), but when quality is on the line, we'd better not miss a trick.

 

In my inbox this morning was the latest newsletter from Hiten Shah, which is part of a series of newsletters (if it can be called that) in which Hiten is sharing his experiences as an entrepreneur. This morning's topic was how brands need a greater purpose to really be successful and as his thoughts got stuck in my head, I've been trying to figure out what I'd say WooThemes' greater purpose is.

When we started WooThemes, we were designers / developers and totally inexperienced in all of the other things that come along once you create a new business (admin, marketing, branding etc.). Suffice to say, something like a "greater purpose" is not something that ever came up in our discussions and we were more than happy to simply tackle the challenges that we could actually see ahead of us in growing the company as organically & quickly as possible.

So when I now try - in hindsight - to attach a greater purpose to our business, I can see it taking on a variety of shapes & directions, which has changed over time and also differs if I compare my personal aims versus the company's aims in terms of the purpose.

In the beginning, I think our purpose was quite simple: personally, we wanted to create a company that could be an extension of our web development skills and at the same time would result in a passive income. From a business perspective, I guess our purpose was to innovate and create beautiful WordPress themes, unlike those that were available at the time. And I think that this purpose has probably stuck ever since, even though our marketplace today is filled with many more competitors (compared to 3.5 years ago when we started out) and innovation itself has become a lot more complicated in general.

This does however leave me questioning the validity of this purpose given the maturity and size of our business at present. Should we not be aiming a little higher? We could possibly make it our purpose to "beautify the web" or "democratize great design", but whilst those definitely resonates with our core values & passions, they almost seem fluffy and a bit like a "double rainbow". I don't know.

I'm sure that Woo has a greater purpose at the core, but I'm just not sure that we've ever verbalized that in its entirety. We obviously have something incredible at the core which is driving our company forward at full steam, but pinpointing those exact details is a tad harder.

Does your company have a greater purpose? What are your thoughts on having a greater purpose?

I was reading Fred Wilson's post on 50/50 Cofounders just now and caught myself feeling justified in the way that we structured our partnership at WooThemes 3.5 years ago (something which I blogged about here too).

So over at WooThemes, we cofounded a company and decided that the three of us would have equal equity share in the company. We made this decision based on the mantra of "equal share, equal contribution", which at the time probably made more sense compared to today (but only because at that time we were very much DIY and all of us were designing / developing in measurable terms). But to this day, we've managed to apply that mantra in some way and on top of that, we've never had to force a 2 vs 1 decision.

In my time as an entrepreneur, I probably rate this as one of the finest decisions I was ever part of and if I had to go back, I'd want to do the same thing. This decision has allowed us to build a trusting & loyal relationship, which has only really featured a couple of minor niggles in 3.5 years, which is something I think we can be incredibly proud of.

Yes, it has been frustrating at times where opinions have differed and sometimes it does seem that it would've been so much simpler if I could simply make the decision I want to make in my own way. But having to convince my cofounders of the merits thereof, has almost always resulted in a slightly tweaked and better decision.

Most people believe a "partnership to be a sinking ship" and in many cases I'd probably agree. Heck, if I had to do a new startup today, I wouldn't necessarily go for an equal partnership just because it worked before (I believe in using the horses-for-courses mentality). I do however have a massive predisposition to equal partnerships and I truly believe that if you have the right business partners, the pro's far outweigh any possible con's.