Besides a source of brainpower testing entertainment, HBO’s True Detective proved a source of inspiration in entrepreneurship for me recently. After some reflection, I realized it wasn’t just me – this was worth sharing.

First, There’s the Dogged Determination of Entrepreneurship

The most obvious lesson to be learned from Rust is found in his focus and determination. He’s relentless in pursuing something when circumstances and everyone else are in his way. Yet, this determination is measured by a reasonable balance of instinct and the facts.

We can also see similar qualities in Marty, but compare his resolve with that of Rust. Rather than continue serving the force in an environment he sees as stifling, Rust leaves. He engages in some questionable extra curricular activities and life choices, but there is something else at his core that drives his very being. Marty’s marriage, on the other hand, suffers from his lack of resolve to make it work.

Yes, I’m going out on a limb here (not the best choice of metaphor perhaps) by writing this before the season has ended. We’re still not entirely sure that Rust’s enterprise is for the cause of good over evil. We’re not even entirely sure about Marty yet. However, one statement in particular has stayed with me.

Be Careful What You Get Good At.

Specifically, in episode 1.07 of True Detective, Cohl is reminiscing with Marty about paths they’ve taken in life. And, whether in regret or simple, cold observation, he says this:

Be careful what you get good at.

It’s another of those moments in True Detective that you just have to digest over time.

The problem in entrepreneurship is that we often get good at things we don’t want to get good at. Why? Being resourceful types and self starters, entrepreneurs can linger in roles or duties they shouldn’t. The reasons are often innocent enough – the resources aren’t available to get help, for example.  Sometimes though, it is difficult to relinquish control. And, this is a tendency that all entrepreneurs have to be on constant watch for.

The bigger threat comes later though. When stuck performing a role that isn’t the best fit, an entrepreneur doesn’t get to enjoy the benefits of doing what he or she does best. And, even worse, the enterprise and organization both suffer when those talents are misallocated.

In this same conversation, Rust tells Marty that life is only long enough to master one thing. That’s a scary thought. But, he might be right.

How do you see these insights changing your priorities for the day or planning for the year? Please, do share.

“So how is your business going?”

If you’ve started a small business or are working on a startup, you’ve heard this question. In most cases, it’s just harmless small talk at a holiday dinner table. Sometimes, people really care and want to know. That’s a good thing.

But the question can be an awkward one to answer. Why? Because we all know that most tie success to financial performance. And, any answer short of “absolutely going gangbusters” feels inadequate. And that can make a business person or entrepreneur feel inadequate. That’s not good. And, it’s unnecessary to feel this way.

What Is Business Success?

The reality is that we’re not all on the same page with regard to what success is. For those who haven’t operated a business, success usually means profit. This means that over holiday dinner conversation, it would be more appropriate if they got to the point and said, “so, is business profitable?”

Or, they could really get to the point and ask, “so is business financially profitable?”

And, that isn’t much fun for holiday conversation.

It’s About Business Metrics

The way I see it, there are four categories for determining “how business is going.” All of which are tied to the goals and metrics of the business.

Profit

If your business is profitable, great! You have an easy answer. The next question they will ask of course is if you are growing. That’s a whole other blog post.

Milestones

Maybe it isn’t time for your business to be profitable yet. This is a strange concept to many, but the reality is that most small business owners overestimate how quickly they will see profit or even revenue.

In this case, your success is defined by the milestones in your business plan that you are meeting. Maybe it is a development schedule. Maybe it is a specific number of new customers.

Regardless, your best answer is “we’re hitting the numbers we want to hit.”

Intrinsic Success

This is definitely a soft metric, but it is still a measure. Maybe you have good reason to be passionate about what you’re doing even though the numbers still aren’t there. You may have a good anecdote about a recent customer experience or a new industry insight.

If you’re in a non-profit, intrinsic success is often the sole motivator anyway. Detailing a recent encounter or new perspective is a great response to the dreaded “how’s business going” question.

And, it’s likely to make better conversation.

Or . . . Not That Well at All

Hopefully, this isn’t the case. If the venture isn’t profitable, milestones are being missed for no good reason, and you’re not getting anything at all from it personally, it may be a difficult conversation that needs to be had.

But, hey, look at it this way: It can be a good opportunity to have a conversation about future career opportunities.

So, for this holiday season, consider this exercise a dry run. Have your answer ready, say grace, and pass the ham.