At the edges of the outer walls to left and right, the slate floor is held back, creating a shadowed slot into which the concrete wall slips out of sight. Because the wall does not meet and bear upon the floor, as is usual, the relationship of the wall to the ground is uncertain, and the rippling surface of the black slate floor appears to float free of the walls, merging with the rippling surface of the water.
"Lightness is born of heaviness and heaviness of lightness, instantaneously and reciprocally, returning creation for creation, gaining strength proportionally as they gain in life, and as much more in life as they gain in motion. They destroy one another also at the same time, fulfilling a mutual vendetta, proof that lightness is created only in conjunction with heaviness, and heaviness only where lightness follows."
Buttresses, Ruskin writes, are structures against pressure: a cathedral’s walls want to fall outward, for example, pushed aside by the relentless weight of the roof. But this gravitational pressure can be stabilized by an exoskeleton: a sequence of buttresses that will prevent those walls from collapsing outward.
However, Ruskin points out, there is a similar kind of pressure from the waves of the sea. Think of the curved hull of a ship, he writes, which is internally buttressed against the “crushing force” of the ocean around it. It is a kind of inside-out cathedral.
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.