Quality Over Quantity

Myke Hurley, 512Pixels:

Audience Quality > Audience Quantity
I feel like this notion can be applied to so many mediums; I don’t believe that this will just work with podcasting. I’m sure that if you write on lovely sites like this one and you follow this simple idea, you’d achieve similar results. Of course there is a limited amount of space on the internet for success, but those that get there will be the ones that produce good quality work, on a regular basis.
Quality over quantity.

The concluding notion of "quality over quantity" is one of the most oft-spoken phrases in our industry. Regardless of whether it's applied to venture capital, user engagement, conversion rates, or audience growth, the lesson remains constant to the point of banality.

And yet, despite the saturation of this knowledge, it's rare to meet someone capable of truly abiding — and living — by such a philosophy.

We're inherently self-conscious people and, accordingly, we have a desire affixed deep within each of us to quantify, compare, and gauge ourselves and our perceived popularity or success. So, as we open our respective content management systems and sales databases, the natural inclination is to compare our performance to yesterday. To look backward and attempt to assure ourselves of growth.

The sad, sad ramification of this is that the true value of your product — whatever commodity that might be — is lost. You lose focus on producing the best articles or the best products. You lose sight on intuitively working to better yourself and your product,  instead relying upon the safe knowledge of what worked in the past.

All of our endeavors — regardless of discipline — benefit from confidence. If you can demonstrate conviction and self-assurance, you'll define a positive trajectory for yourself. Obviously this conviction must be informed with real world data to avoid flagrant, unintelligent narcissism, but the fundamental truth is that when tethering yourself to statistics and excessive worries about associative matters, you will not be able to move forward.

Broadcasting with 70Decibels for almost a year, I've watched Myke move away from an introspective focus upon statistics, to a confident mentality of growth and excitement. In direct correlation with this attitude shift, CMD+Space has become a juggernaut of a show and 70Decibels is now merging with 5by5.

All of us on 70Decibels care passionately about our shows not because of statistics and reach, but because we are — or hope to be — producing quality content. We are all confident in what we produce and, therefore, we expect that growth is the logical outcome.

And such a mentality has proven to be accurate.

Perhaps you could dismiss this unscientific, organic, and intuition-driven route toward success as flimsy and unrepeatable. That's not an outlandish criticism. I will, however, offer a pre-emptive rebuttal:

People flock toward good products. There is science in producing something good and differentiated for people. Coupling something good with intelligent, informed confidence, whilst allowing self-conscious fears to subside, will result in success and growth.

Numbers do not engender success, good products do. If you're confident in the goodness and quality of your product, you will invariably find success.

Focus not on the past, but upon what you need to do to build something better. Focus not on numbers, but on the people most engaged and supportive of your cause. Be pragmatic, but dare to embrace blind optimism.

As Myke wrote yesterday — and as thousands of people have said before him — it's all about "quality over quantity." There is wisdom in that philosophy, but its value is only unlocked by those who dare to truly live in such a manner.

Racing Against Yourself

Perfectionism is, in the shrewd eyes of the business world, the enemy of a successful product. Simply put, for those who wait until ever facet of a product is perfectly honed and shaped — be it software or hardware — they run the risk of being outpaced, outperformed, and altogether outdone.

For most founders, however, there is an organic tension between passionate perfectionism and pragmatism in business. That is, on one hand, you want to build the product you sought to create in all of its idealistic perfection. Whilst, on the other, you're racing against a vast spectrum of variables, competitors, and circumstantial barriers.

Obviously, the ideal point of entry is a happy compromise between the two.

The realization that your product can and will exist as a evolving organism — one supported by an ecosystem of knowledge and developmental assets — lends you the confidence required to strip away the cruft and come out with the core product you wish to see. One that's fertile and well-equipped for a long life cycle. With this, you're able to launch at a reasonable pace with a product through which your vision can be attained, success achieved, and pride sustained.

Realistically, however, people most often skew too radically in one direction or another. They usher a premature product onto the market for the sake of winning a race — one they're now invariably predestined to lose — or they wait too long revising, querying, and lacking the confidence to boldly get out the door in the first place.

For whatever reason, this past week has been riddled with examples of this behavior in the marketplace. Most obviously, Sony held their baffling PlayStation 4 event based upon aspirations, but utterly bereft of tangible value. (Incidentally, HTC's One and Google's Chromebook Pixel are both close contenders.)

In other words, Sony fell prey to urgency. And the response has been overwhelmingly negative.

Burned by their late arrival into the fight against Microsoft in the previous generation, Sony sought to beat their competitor to the punch with a redefinition and re-thinking of the venerable PlayStation line. And yet, as we all witnessed, Sony offered little more than aspirations and hopes. It was a press event of blustery language, ill-prepared speakers, and, most importantly, an utter dearth of relevant information.

I suspect the PlayStation 4 will be an impressive piece of hardware in its final form. Based upon the company's dedication to Gaikai technology and ecosystem-agnostic experiences, Sony certainly has some wonderful ideas. But, the fact is, Sony raced against itself and lost. Regardless of whatever specifications and vague features the company announced, the taste-making sector of the technology industry has now been well-trained to deride Sony's impending product.

The fact is the PlayStation 4 is not even remotely ready. As such, Sony should've never drummed up such hype and expectation for a product that has yet to even take marketable shape. For all of the sellable positives on paper, question marks loom over the viability and reality of each of Sony's — often lofty — promises.

There were literally no elements of the Sony event that held any tangible bearing on the product we'll see in "Holiday 2013." The gameplay? Perhaps. But we've been collectively led astray more times than I can count by blustery game demonstrations. I'll remain skeptical until we have a PlayStation 4 inside a svelte enclosure under a consumer's television.

In business and in life, the most threatening enemy to success is a feeling of anxiety and urgency. In the quest to build a phenomenal product or business, if you feel debilitative urgency, it's more than likely you're in an over-saturated or dying marketplace. One that is increasingly a poor investment for you to be a part. Equally, if you feel you have all the time in the world to incessantly hone and develop your product, it's likely someone is well on their way to eating your product alive.

As with anything, rational balance is the fundamental key to success. Without it, you place yourself upon a precipice of vulnerability and instability.

For Sony, despite its best intentions, the company has simply not yet developed all that it sought to foretell, regardless of its "beyond the box" misdirection. And now, with the eyes of the world upon the company, the sense of urgency, optimism, and potential will be utterly drained from the minds within. Morale will dip, product quality will slip, and features will continue to creep.

Perhaps the discussion of this tension and balance is trite. I can certainly recognize that. Readers will know that I'm not typically one to subscribe to such overused and overstated business practices. I simply believe in doing what's best for you, the company, and your consumer. But looking at the likes of HTC's One, Google's Pixel, and Sony's PlayStation 4, I cannot help but feel that fundamental business knowledge should've dictated some strategic revisions before announcing each product. Instead, we're greeted by three idealistically exciting products that will each be smothered by confusion and negativity in the press and the marketplace.

At the end of the day, both premature and over-thought products are invariably destined to baffle consumers. They cast windows onto the nature of a company, regardless of how secretive they might choose to be. And, for even the most mainstream of consumer, the last thing you want is for the curtain to be withdrawn upon the mechanisms behind the construction of highly-costly consumer products.

This week, Sony proudly pulled the curtain back itself. And the market responded in kind.

Racing against yourself in business is simply a recipe for resounding embarrassment. Focus not on yourself, but on the people for whom you create. From there you'll derive the knowledge, questions, and thoughtfulness through which you might find yourself outside of the race watching as all others pathetically fight, whilst you rationally build something with a future. Something outside the bounds of market politics and anxieties. A product for which you can feel pride and excitement.

Realistically, that's why we're all in this industry. And if you cannot recognize that simple fact, you're more than likely doomed to irrelevance.