Capítulo 4
Go All-In When It Matters Most
I started Kiip with one guiding principle: "I don't want to have any regrets. Ever." That's why I go all-out on important things. Occasional failure is fine-it means you're aiming high enough. When I fail after giving everything, it feels like education, not failure. Regret only comes when you don't fully commit.
But nobody can maintain maximum intensity 24/7-not even Superman. While leaders need to deliver killer performances in key moments, you also need recovery time. After nailing the big presentation and the afterparty, you need sloth mode. My record is thirty straight hours of sleep after international travel.
This approach to energy management is something elite athletes understand instinctively. They don't try to perform at peak levels every day-they strategically channel their energy toward competition days and build in recovery periods. The same principle applies in business and life.
The key is identifying which moments truly matter. Not every meeting, presentation, or project deserves your absolute best effort. Learn to recognize the truly pivotal opportunities-the ones that could fundamentally change your trajectory-and pour everything into those moments.
Think about the last time you gave 100% to something that mattered. How did it feel? Even if you didn't succeed, there's a satisfaction in knowing you left nothing on the table. Now think about something you half-assed that could have been transformative if you'd gone all-in. That's the sting of potential regret.
Going balls-to-the-wall doesn't mean being reckless or unsustainable. It means making conscious choices about where to direct your finite energy and then committing fully to those choices. When something truly matters, don't hold back-go all-in and let the chips fall where they may.
Capítulo 5
Find the Action and Make Your Presence Felt
Sometimes your office is where the action happens, but more often, it's somewhere else. The key is finding it-or making your job into one that lets you go there. My typical week might include family time in Vancouver, then a red-eye to New York for meetings (where you can meet fifty top advertising people within twenty blocks), then Internet Week events, speaking gigs in Toronto, exclusive CEO gatherings, and industry conferences in San Francisco.
When people think you're everywhere, they start believing you can do anything. And when they think that, it becomes possible.
This omnipresence strategy creates a perception of momentum and success that becomes self-fulfilling. People want to work with people who are where things are happening. By consistently showing up at the centers of action in your industry, you create an aura of importance and connection that opens doors.
But finding the action isn't just about attending high-profile events. It's about identifying where the meaningful conversations and decisions in your field are taking place. Sometimes that's at major conferences, but it might also be in small, invitation-only gatherings, or even informal meetups at local bars where industry insiders gather.
The real magic happens when you not only find the action but make yourself part of it. Don't just attend-participate. Ask questions during panels, introduce yourself to speakers, offer insights in group discussions. Make your presence felt in ways that add value rather than just taking up space.
With each appearance, you're building a personal brand that's associated with energy, engagement, and being in-the-know. Over time, people don't just notice that you're everywhere-they start to expect you'll be everywhere that matters, and they begin to feel that something's missing when you're not there.
Capítulo 6
Challenge Conventional Wisdom Fearlessly
I've always known what irks people, and often do it anyway-not to be a jerk, but because sometimes pissing people off is the best way to get your point across. Don't say mean or stupid things, but if you passionately disagree, blurt it out. A little shock value builds respect-you become the one who says what others won't.
Use a spoiler like "No offense, but..." before your zinger. If they get upset after being warned, they look like the asshole. The key is being passionate and authentic about giving value.
Consider Apple during the iPhone 4 antenna crisis-people forgave them because they knew Steve Jobs genuinely cared about his products. When you deserve forgiveness, you can get away with speaking your mind.
This willingness to challenge conventional wisdom separates true innovators from the crowd. Throughout history, breakthrough ideas have almost always been met with initial resistance. If your ideas aren't occasionally making people uncomfortable, you're probably not pushing boundaries far enough.
The most valuable perspective in any room is often the one that challenges the status quo. When everyone is nodding along to the same ideas, groupthink takes over and innovation stalls. By being the person willing to say "Wait, I see this differently," you create space for new possibilities.
But there's an important distinction between being contrarian for its own sake and challenging ideas because you genuinely see a better way. The former is just being difficult; the latter adds tremendous value. The difference lies in your intent and in how you express your dissent.
When challenging established ideas, focus on the concept rather than attacking the person. Frame your perspective as an alternative worth considering rather than declaring others wrong. And most importantly, be willing to back up your contrarian views with sound reasoning and evidence.
Capítulo 7
Understand Others' Fears and Motivations
I'm always honest and fair in business-not just because it's right, but because it creates success. Still, business is competition, resembling war with a Darwinian beauty where only the strong survive. To win your hardest battles, know what your opponent fears most-that's their vulnerability and your opportunity.
Learn to read people as they really are, not as they present themselves. Meet face-to-face rather than through emails that hide reactions. Everyone has insecurities, and finding that chink in their armor reveals their patterns and motivations.
Ask hot-button questions like "Was business slow last year?" If they're evasive or overshare, you've hit a nerve. Once you understand their fears, you can predict their moves and ultimately win-not to hurt them, but because winning feels best against worthy opponents.
This isn't about manipulation-it's about deeper understanding. When you recognize what drives others, you can address their underlying concerns rather than just the surface-level objections they present. This skill is invaluable in negotiations, sales, management, and virtually every other business interaction.
The most powerful questions often begin with "what" rather than "why." "Why" questions can put people on the defensive, while "what" questions invite them to explore their thinking. "What concerns you most about this proposal?" will yield more insight than "Why don't you like this?"
Pay attention to non-verbal cues as well. Body language often reveals more than words, especially when there's a disconnect between what someone says and how they say it. A person might verbally agree while physically pulling back, crossing arms, or displaying other signs of discomfort.
Remember that understanding others' fears isn't about exploiting weaknesses-it's about creating solutions that address genuine concerns. When you can show someone that you understand what keeps them up at night, and then offer a way to resolve those concerns, you create the foundation for lasting business relationships.
Capítulo 8
Master the Art of Strategic Communication
One of the great Jedi mind tricks in business is announcing what you're going to do before doing it-not asking permission, just telling people. Done right, it seems both considerate and confident. The very act of announcing something confidently gives it legitimacy and validity. People assume you've thought it through and defer to your intent.
This works better than surprising people, which makes them think you don't value their opinion or that you're acting impulsively. By framing your actions as decisions already made, you shift the conversation from "should we do this?" to "how will we do this?"
Think about how differently these two approaches land:
Asking: "I was thinking maybe we could try redesigning the website. What do you think?"
Announcing: "I've decided to redesign the website to improve conversion rates. I'll share the implementation plan next week."
The first invites debate about whether the action should happen at all. The second presumes the decision is made and moves directly to execution. While there are certainly times when collaborative decision-making is appropriate, there are also many situations where decisive leadership is more effective.
This technique works particularly well when you have the authority to make the decision but want to give others the courtesy of advance notice. It's not about steamrolling legitimate objections-it's about presenting your well-considered plans with confidence rather than tentatively seeking approval for every move.
The key is to announce with confidence but remain open to feedback. You might say, "I've decided to pursue this direction, and I'd value your thoughts on how we can make it most effective." This maintains your position as the decision-maker while still benefiting from others' expertise.
Remember that how you communicate is often as important as what you communicate. The same message delivered with hesitation versus confidence will yield dramatically different results.
Capítulo 9
Develop Your Authentic Superpower
Everyone has a superpower-something you do far better than most people-and you're crazy if you're not using it. Mine is getting people excited about things through my contagious enthusiasm. Don't hesitate to identify your superpower out of false humility.
I learned from my mother during hockey that instead of fixing weaknesses, I should build strengths into superpowers. When I couldn't compete physically, I leveraged speed, agility, and wits. Later, I tried mastering graphic design until meeting my partner Amadeus, whose design skills far surpassed mine. That's when I realized design wasn't my superpower and wisely focused on business development instead.
Do what you're best at-it creates a virtuous cycle where you love it more, do it more, and get even better!
The conventional wisdom about addressing weaknesses is deeply flawed. If you spend all your energy trying to improve your weaknesses from terrible to mediocre, you'll never have the time to develop your strengths from good to extraordinary. And it's the extraordinary abilities-not the absence of weaknesses-that create breakthrough success.
Think about the most successful people you know. They're rarely good at everything. Instead, they've identified their unique talents and doubled down on developing those areas to exceptional levels. They've built teams that complement their abilities rather than trying to become complete packages themselves.
Identifying your superpower requires honest self-assessment. What comes naturally to you that others struggle with? What activities put you in a state of flow where time seems to disappear? What do people consistently praise or seek you out for? The answers to these questions point toward your natural strengths.
Once you've identified your superpower, the next step is to deliberately structure your life and work to leverage it. This might mean redesigning your job, changing careers, or starting a business that centers on what you do best. It definitely means saying no to opportunities that don't align with your unique abilities, even if they seem impressive on paper.
Capítulo 10
Create Your Unique Brand Language
Having a trademark makes you memorable in our information-saturated society-and it's cost-free. At Kiip, our trademark is invoking our brand with taglines like "Kiip it real" and "Kiip going." Create your own language-within-a-language to present yourself as unique and differentiated from competitors.
We don't create ads; we offer rewards. We don't reach consumers when they're impressionable; we create moments of serendipity. Another technique I use is choosing a new, uncommon word every month and using it repeatedly. When people start repeating your phrases, you've tapped into a powerful force for subliminal bonding.
Smart businesses, celebrities, and even dictators create signature languages-and you should too.
This language creation goes beyond mere wordplay-it's about framing how people think about you and what you do. By controlling the vocabulary used to describe your work, you shape the perception of your value. When you consistently use distinctive language, you train others to adopt those same terms when referring to you.
Consider how certain phrases become inextricably linked to specific people or brands: "Think different" (Apple), "Just do it" (Nike), or "I have a dream" (Martin Luther King Jr.). These aren't just catchy slogans-they're linguistic frameworks that shape how we understand what these entities represent.
Your personal trademark might be visual (like Steve Jobs' black turtleneck), verbal (a signature phrase), or conceptual (a unique approach to problems). Whatever form it takes, it should be authentic to you while being distinctive enough to stand out.
The most effective personal trademarks evolve naturally from your genuine interests and strengths. Forced attempts at uniqueness usually come across as inauthentic. Look for the elements of your natural style that already stand out, and then deliberately amplify those aspects.
Remember that consistency is crucial. Your trademark elements should appear regularly enough that people begin to associate them with you automatically. When someone can recognize your work, your presence, or your ideas without seeing your name attached, you've successfully created a memorable personal brand.
Capítulo 11
Generate Your Own Serendipity
Serendipity works two ways: either you hope it happens or you make it happen. When great things seem to fall from the sky, it's usually because you've structured your life to put yourself in opportunity's path.
I met Charlie Crowe at DMEXCO in Germany, which led to keynoting his Festival of Media events in Singapore and Rome, which snowballed into more business for Kiip. I never see events as one-offs-I look at everything as a potential springboard.
The moment you decide to be mediocre, you lose every follow-up opportunity. Make it your mission to aim for excellence in all situations, because you never know what might come from it. Research opportunities nobody else sees, hustle for them, go wherever they are, and grab them by the throat.
Before you know it, you'll have momentum that creates its own success-a snowball effect where people will debate whether you were lucky or worked hard. The truth is both.
What appears as luck to outside observers is often the result of deliberate positioning. By consistently putting yourself in environments where opportunities are likely to emerge, you dramatically increase your chances of "lucky" encounters. This might mean attending industry events, joining specific organizations, moving to certain cities, or even frequenting particular coffee shops where interesting people gather.
Beyond physical positioning, mental positioning is equally important. Maintaining an open, curious mindset allows you to recognize potential opportunities that others might overlook. Many people encounter the same potential connections and ideas but fail to see their significance because they're not mentally prepared to receive them.
The final element is follow-through. Serendipitous moments only become meaningful when you take action on them. That chance meeting becomes valuable only if you send the follow-up email, make the introduction, or develop the idea that emerged. Without deliberate action, even the most promising serendipitous moments remain just interesting anecdotes rather than life-changing opportunities.
By strategically positioning yourself, maintaining an open mindset, and consistently following through, you can transform serendipity from a rare, random occurrence into a regular feature of your professional life.
Capítulo 12
Focus on Timeless Principles in a Changing World
While everyone obsesses over finding "the next big thing," the real advantage lies in focusing on what won't change. Jeff Bezos built Amazon on two constants: customers will always want (1) the best possible bargain and (2) the fastest possible delivery. By anchoring to these unchanging truths, he created an empire while others chased fleeting trends.
Look for classic, constant needs and patterns of behavior that will endure long after today's innovations become obsolete. Don't see the trees; see the forest. Don't see now; see forever. Then find ways to make that timeless reality just a little bit better.
This approach provides stability in a world of constant change. While technologies, platforms, and methods evolve rapidly, fundamental human desires and behaviors remain remarkably consistent. People still want to feel connected, to save time and money, to gain status, to protect their families, and to enjoy experiences-just as they did centuries ago.
By building your strategies around these enduring principles rather than temporary trends, you create something with staying power. This doesn't mean ignoring innovation-quite the opposite. It means using new technologies and approaches to better serve timeless human needs rather than chasing novelty for its own sake.
Consider how the most enduring businesses have evolved their methods while maintaining their core purpose. Disney has moved from hand-drawn animation to computer graphics to theme parks to streaming services, but their fundamental promise of family entertainment and magical storytelling has remained constant for nearly a century.
When evaluating new opportunities or innovations, ask yourself: "Is this addressing a fundamental, enduring human need, or is it merely riding a temporary wave?" The former has the potential for lasting impact; the latter will require constant reinvention as trends shift.
By anchoring your work to what won't change, you create a stable foundation from which you can confidently explore new approaches, knowing that the underlying value proposition remains sound regardless of how the delivery mechanisms evolve.
Capítulo 13
Take Moon Shots That Connect to Greater Visions
My favorite entrepreneurs are obsessively focused on their vision, indifferent to others' opinions. They create because of a burning internal itch-feeling they must build something new or be dismantled. This obsession drives them to execute successfully, sometimes nearly killing themselves in the process.
Half-committed entrepreneurs who build businesses around their lifestyles rather than building lives around their businesses achieve half-success. The true moon shot entrepreneurs make entrepreneurship their lifestyle, often choosing seemingly impossible challenges specifically because they'll impact the world.
To get people excited about your idea, tie it to a grander vision that solves a universal problem. Don't just sell a cool product-connect it to something everyone cares about. Google's vision wasn't just search, but connecting the world's information. At Kiip, I didn't pitch better ads; I offered a solution to hating banner ads by creating meaningful moments between brands and consumers.
A compelling vision attracts amazing talent and creates opportunities for expansion. When people feel they're creating the future rather than just selling a product, your idea catches fire. Noble causes don't need to be about world peace-making everyday life easier can be just as powerful.
The most successful ventures combine audacious ambition with meaningful purpose. They aim for extraordinary achievement not just for its own sake, but because that achievement serves a larger goal that resonates with fundamental human values.
This combination of moon shot thinking and purpose-driven vision creates a powerful motivational engine. It inspires teams to push beyond what seems reasonable, attracts resources from those who share the vision, and sustains momentum through the inevitable challenges of building something significant.
When articulating your vision, focus on the transformation you seek to create rather than just the mechanics of your product or service. People don't rally around features; they rally around futures. Paint a vivid picture of the world as it could be if your vision succeeds, and connect that picture to values and aspirations that others already hold.
Remember that the most compelling visions aren't about the company itself-they're about the impact the company will have. They answer not just "what will we build?" but "why will it matter?" When you can articulate that clearly, you transform your moon shot from a mere ambition into a mission.
Capítulo 14
Embrace the Power of Collaboration and Complementary Skills
Despite our cultural mythology celebrating the lone entrepreneur, there's more power in two, three, or four people working together. No significant company consists of just one person. Real success includes bringing people together to create something greater than the sum of its parts.
As a startup founder, your first crucial job is finding the right people to fight alongside you-loyal, brilliant, kind teammates who are tolerant of ambiguity. Build a team where everyone has different skills and strengths, with aligned goals, values, and ideals.
As a leader, you're less like a team captain and more like a train conductor-often the only one who knows the final destination. You need distance to see systematic problems clearly, yet must understand all working parts to help when needed.
Great entrepreneurs know their superpowers and use them daily, forming the irreplaceable foundation upon which the team builds something magnificent.
The myth of the solo genius has done tremendous damage to aspiring entrepreneurs, leading many to believe they need to master every aspect of their business themselves. In reality, the most successful founders quickly recognize their limitations and deliberately surround themselves with people who excel in areas where they don't.
This complementary approach isn't just about covering weaknesses-it's about creating something that couldn't exist through any individual's efforts alone. When diverse talents, perspectives, and skills come together with a shared purpose, the creative possibilities expand exponentially.
The key is finding partners whose strengths not only complement yours but whose values and vision align with your own. Technical skills can be taught, but fundamental alignment on purpose and principles cannot. Look for people who share your core values while bringing different capabilities to the table.
Remember that true collaboration isn't just about dividing tasks according to strengths-it's about creating an environment where ideas can collide and combine in unexpected ways. The magic happens in the spaces between individual contributions, where something entirely new emerges from the interaction of different perspectives.
By embracing the power of complementary collaboration rather than trying to do everything yourself, you not only build something stronger than you could alone-you also create a more sustainable approach that doesn't depend entirely on any single person's continued involvement.
