Scan barcode
victoriakleinco's review against another edition
5.0
Bigger + faster = success?
Fellow freelancers, entrepreneurs, and business owners - is your main goal simply to grow as fast as possible? Is that why you started your business?
I hope the answer is No, but you may have gotten sucked into the world of obsessive growth, like may of us have. The first decade of my entrepreneur life was focused solely on growth which, ironically, is exactly what DID NOT happen.
Let's be clear: growth is good. Making money is good. But having a business that is sustainable and supports the lifestyle you want to have comes FIRST, then you build in the growth over time.
In Company of One, Paul Jarvis cites numerous examples (even more than I expected!) of companies that have grown too fast and paid the price, as well as companies that focus on being a "company of one" (aka a business that questions growth).
Now why in the world would any company question growth?! Didn't we already over that growth is good?
INTENTIONAL growth is good.
"I've personally seen the most success in my life when I've figured out solutions to problems without having to do what traditional businesses do to solve problems - hire more people, throw more money at the problem, or build complex infrastructures to support the extra employees. Basically, I'm not interested in addressing problems by throwing "more" at them. Solving with "more" means more complexity, more costs, more responsibilities, and typically more expenses. More generally the easiest answer, but not the smartest."
The concepts in Company of One speak to why I started working for myself - more freedom, more autonomy, and more self-sufficiency, along with being able to help people in ways I simply couldn't otherwise.
But maybe your job doesn't lend well to be an entrepreneur, or perhaps you enjoy working as part of a larger organization with specific goals. Guess what: you can be a "company of one" instead of a bigger organization too.
Paul's book does a fantastic job of spelling out the benefits and methods of being a "company of one", no matter how you make money. At the end of each chapter, he has points to "begin to think about," which a spectacular summation of the concepts of the chapter and enough to get your wheels turning on how to apply what you read to your own business or position.
By the way, this IS NOT only for SaaS (Software As a Service) or product-based businesses.
As a service-based business, I can say that Paul directly provides insight on how to model and test your services to make the most of your time + effort. While he does mildly advocate moving into products at some point, he absolutely emphasizes that starting with a service is the fastest way to begin making money, finding out what your would-be market will actually pay for, and over time, you can develop products that speak to those needs - but you can keep offering services if you want!
I have friends who are working on transitioning to working for themselves + I've already sent them this book. This is, in my opinion, one of the BEST books to read at ANY stage in your professional development, but the best time is NOW.
This is a book you will devour. This book will make you think. This book should be re-read at least once a year to provide valuable reminders along your path (from which it is VERY easy to stray).
P.S. Paul also offers an affordable, one-time-fee course that accompanies the book. I plan to sign up, if nothing else, to be a part of the community aspect to connect with fellow "companies of one." I need more people like that in my professional life, and I bet you do too.
Fellow freelancers, entrepreneurs, and business owners - is your main goal simply to grow as fast as possible? Is that why you started your business?
I hope the answer is No, but you may have gotten sucked into the world of obsessive growth, like may of us have. The first decade of my entrepreneur life was focused solely on growth which, ironically, is exactly what DID NOT happen.
Let's be clear: growth is good. Making money is good. But having a business that is sustainable and supports the lifestyle you want to have comes FIRST, then you build in the growth over time.
In Company of One, Paul Jarvis cites numerous examples (even more than I expected!) of companies that have grown too fast and paid the price, as well as companies that focus on being a "company of one" (aka a business that questions growth).
Now why in the world would any company question growth?! Didn't we already over that growth is good?
INTENTIONAL growth is good.
"I've personally seen the most success in my life when I've figured out solutions to problems without having to do what traditional businesses do to solve problems - hire more people, throw more money at the problem, or build complex infrastructures to support the extra employees. Basically, I'm not interested in addressing problems by throwing "more" at them. Solving with "more" means more complexity, more costs, more responsibilities, and typically more expenses. More generally the easiest answer, but not the smartest."
The concepts in Company of One speak to why I started working for myself - more freedom, more autonomy, and more self-sufficiency, along with being able to help people in ways I simply couldn't otherwise.
But maybe your job doesn't lend well to be an entrepreneur, or perhaps you enjoy working as part of a larger organization with specific goals. Guess what: you can be a "company of one" instead of a bigger organization too.
Paul's book does a fantastic job of spelling out the benefits and methods of being a "company of one", no matter how you make money. At the end of each chapter, he has points to "begin to think about," which a spectacular summation of the concepts of the chapter and enough to get your wheels turning on how to apply what you read to your own business or position.
By the way, this IS NOT only for SaaS (Software As a Service) or product-based businesses.
As a service-based business, I can say that Paul directly provides insight on how to model and test your services to make the most of your time + effort. While he does mildly advocate moving into products at some point, he absolutely emphasizes that starting with a service is the fastest way to begin making money, finding out what your would-be market will actually pay for, and over time, you can develop products that speak to those needs - but you can keep offering services if you want!
I have friends who are working on transitioning to working for themselves + I've already sent them this book. This is, in my opinion, one of the BEST books to read at ANY stage in your professional development, but the best time is NOW.
This is a book you will devour. This book will make you think. This book should be re-read at least once a year to provide valuable reminders along your path (from which it is VERY easy to stray).
P.S. Paul also offers an affordable, one-time-fee course that accompanies the book. I plan to sign up, if nothing else, to be a part of the community aspect to connect with fellow "companies of one." I need more people like that in my professional life, and I bet you do too.
cristiannn's review against another edition
challenging
informative
inspiring
reflective
medium-paced
4.0
tytythereadingguy's review against another edition
The info of this book could probably be a series of slightly shorter blog posts.
The #1 thing I've learned so far is that if I have an eBook on my phone, it is the most likely eBook I will read
The #1 thing I've learned so far is that if I have an eBook on my phone, it is the most likely eBook I will read
rmichno's review against another edition
2.0
Had a hard time relating to the author or his advice. Seemed like it was geared towards people who sell themselves as their “brand” - like Tim Ferriss, Gary Vaynerchuk, etc. vs. “normal” small business owners.
The practical advice could have been trimmed down to a short blog post.
The practical advice could have been trimmed down to a short blog post.
ronanmcd's review against another edition
informative
medium-paced
2.5
Unconvincing.
For a book called company of one, most of the examples seem to be of companies of more than one. Plus, most are extremely online businesses. That's fine in itself, but it means most cases here are; build the concept, get subscribers, watch the money roll in.
The first section offers little you couldn't work out yourself but maybe it's helpful to see sunshine else state it clearly. For example, small businesses are resilient as they can pivot quickly from poor markets without having to change a whole workforce.
He differentiates between contractors, freelancers and companies of one but with little clarity. It seems that companies of one are to the writers mind those that have a digital product, and employees. His examples, bear in mind the book title is company of one, include Southwest Airlines, Virgin, Groupon, Apple and loads of others. There are micro companies, but they are not in the majority even it comes to examples.
That said, it's refreshing to read a book which is positive about keeping businesses at a (small) manageable size and setting targets other than constant growth. Read it for that reason if you want.
For a book called company of one, most of the examples seem to be of companies of more than one. Plus, most are extremely online businesses. That's fine in itself, but it means most cases here are; build the concept, get subscribers, watch the money roll in.
The first section offers little you couldn't work out yourself but maybe it's helpful to see sunshine else state it clearly. For example, small businesses are resilient as they can pivot quickly from poor markets without having to change a whole workforce.
He differentiates between contractors, freelancers and companies of one but with little clarity. It seems that companies of one are to the writers mind those that have a digital product, and employees. His examples, bear in mind the book title is company of one, include Southwest Airlines, Virgin, Groupon, Apple and loads of others. There are micro companies, but they are not in the majority even it comes to examples.
That said, it's refreshing to read a book which is positive about keeping businesses at a (small) manageable size and setting targets other than constant growth. Read it for that reason if you want.
servemethesky's review against another edition
4.0
I'm typically not a huge fan of business books. They can be stuffy, self-important, and dull. I was optimistic about this one because I've followed Paul Jarvis's work for awhile now, listening to his Creative Class podcast and even taking the Creative Class online last fall.
Company of One does not disappoint. It presents the radical idea that companies don't need to grow obsessively and endlessly in order to be successful. Instead, it's about working better and creating the lifestyle you want for yourself. It's about optimizing the whole rather than just blindly seeking more and more profit.
There are lots of great little nuggets in here and many insights to think about and applying to your own business growth. Paul did a ton of interviews with fascinating folks and you can learn a lot from it. After awhile, some aspects did start to feel repetitive. The final chapter will also feel redundant if you've taken The Creative Class, because it aligns with many of the topics taught there.
All in all, the "company of one" movement is a great one to consider. Say goodbye to growth hacking and hello to "enough."
Company of One does not disappoint. It presents the radical idea that companies don't need to grow obsessively and endlessly in order to be successful. Instead, it's about working better and creating the lifestyle you want for yourself. It's about optimizing the whole rather than just blindly seeking more and more profit.
There are lots of great little nuggets in here and many insights to think about and applying to your own business growth. Paul did a ton of interviews with fascinating folks and you can learn a lot from it. After awhile, some aspects did start to feel repetitive. The final chapter will also feel redundant if you've taken The Creative Class, because it aligns with many of the topics taught there.
All in all, the "company of one" movement is a great one to consider. Say goodbye to growth hacking and hello to "enough."
greenblue22's review against another edition
2.0
Sorely needs more editing. The author states and restates and restates ideas. The book could have easily been 100 pages shorter and sacrificed nothing. I gave up after two chapters. I had the gist.
gabehagstrom's review against another edition
4.0
Helpful. It's like Paul just blew a whistle in an out of control crossfit class and asked "wait a sec, maybe more is not merrier" and proceeded to lay out a plan that is a good marriage of his preferred now, with work that supports that life. Do better work, not more work.
jessgrieser's review against another edition
3.0
I read this to think about academia from a business perspective. Academics are in many ways the quintessential companies of one: everything rests on our own personal planning. Although this was geared more toward people who have to think about profit and loss, the ideas of being circumspect about productivity and growing sustainably apply just as well to academe as they do to the business world. Academics tend to take on too much too fast, especially at the career stage I am at, and this is a good reminder to keep growth in check with respect to larger goals—autonomy, freedom, eventual plans for retirement.
This would be a good book to pair with other work on career capital like [b:So Good They Can't Ignore You: Why Skills Trump Passion in the Quest for Work You Love|13525945|So Good They Can't Ignore You Why Skills Trump Passion in the Quest for Work You Love|Cal Newport|https://i.gr-assets.com/images/S/compressed.photo.goodreads.com/books/1360564614l/13525945._SY75_.jpg|19086651] or for academics specifically something like [b:Slow Professor: Challenging the Culture of Speed in the Academy|26367751|Slow Professor Challenging the Culture of Speed in the Academy|Maggie Berg|https://i.gr-assets.com/images/S/compressed.photo.goodreads.com/books/1464180701l/26367751._SY75_.jpg|46370258].
This would be a good book to pair with other work on career capital like [b:So Good They Can't Ignore You: Why Skills Trump Passion in the Quest for Work You Love|13525945|So Good They Can't Ignore You Why Skills Trump Passion in the Quest for Work You Love|Cal Newport|https://i.gr-assets.com/images/S/compressed.photo.goodreads.com/books/1360564614l/13525945._SY75_.jpg|19086651] or for academics specifically something like [b:Slow Professor: Challenging the Culture of Speed in the Academy|26367751|Slow Professor Challenging the Culture of Speed in the Academy|Maggie Berg|https://i.gr-assets.com/images/S/compressed.photo.goodreads.com/books/1464180701l/26367751._SY75_.jpg|46370258].