I learned years ago how important it is to shoot the same subject and location over and over again.
The practice teaches a photographer how to form deeper relationships with the subject, and better understand how the primary subject interacts with secondary elements – like the way high tide may introduce a stunning new reflection, or how a blaze of stars in a dark sky might be the missing element that lifts the image to new heights.
Revisiting a subject also serves as valuable “practice.” You cannot develop your skills in anything without a healthy (or obsessive) amount of practice. It always surprises me to find out aspiring photographers think that they can simply photograph their two-week vacations once or twice a year and come home with compelling imagery! It doesn’t work that way.
Run a single loop measuring 4.16667 miles within a single hour. Now do it again. And again. Now keep doing it – starting a new loop on the hour, regardless of how fast you finish the previous one – until there’s only one runner willing or capable of doing so. Welcome to the simple – some might say sadistic – concept of the Big Dog Backyard Ultra in Bedford County, Tennessee.
More than ever, people are choosing how to spend their time based on the amount of attention they can garner—and you and I are no exception. Everyone is susceptible to this logic. But what I want to argue in this piece is that tech startup founders are particularly susceptible to this tendency.
Working at and around startups for several years, I’ve noticed many founders prioritizing culture, visibility, and perception over product, customer development, and strategy. Maybe this is to be expected in a time where culture moves faster and is perceived as more important than ever. But I find it unusual that the tech industry seems unaware of a whole class of typical mistakes founders make in pursuit of cultural relevance.
Early stage companies often deal with questions like “Why don’t we have as much adoption as we’d like at this time?” “Why aren’t we driving enough sales?” “Why is our churn rate so high and how do we raise retention?” and my favorite, “Why do we have no users?”
There are many ways to address these issues, but I find that companies frequently—and incorrectly—identify their public presence as the way to solve them.