What’s the best way to handle conflicting advice?

John Greathouse (Managing Director @ Rincon Venture Partners)
John Greathouse | Hands-on startup advice for emerging entrepreneurs

You should always assess the veracity of any third-party advice that might have far-reaching implications (be it legal, accounting, personnel, tax or otherwise) with your trusted professional of choice.

What’s the best way to handle conflicting advice?

Sam Altman (President at Y Combinator)
Startup Playbook

You will get a lot of conflicting advice, both because there are multiple ways to do things and because there’s a lot of bad advice out there. Great founders listen to all of the advice and then quickly make their own decisions.

David Jackson (Founder, Seeking Alpha)
How to stop VCs’ best practices becoming damaging cookie-cutter solutions | A Founder’s Notebook

It’s fine to take from what’s working elsewhere, but you have to filter and adapt it to your own unique DNA.

Amir Elaguizy (CEO Cratejoy, YC Alumni)
58 things I learned at YC – Giftshop Scientist

You will get conflicting advice from partners occasionally. It’s then on you to be smart.

Fred Wilson (Co-Founder and Partner at Union Square Ventures)
The Bain Capital Files – AVC

Everything we publish to our investors should be written as if it will someday be published in Gawker. And every action we take in structuring our business, our relationships with our investors, and our relationships with the entrepreneurs we back should be conducted as if it will someday be published in Gawker. I think this policy will be good for us and others who choose to adopt it.

Fred Wilson (Co-Founder and Partner at Union Square Ventures)
A Founder’s Notebook – AVC

Anyway, if you are a founder and like reading advice from around the web on management, product, and strategy, I recommend A Founder’s Notebook. It’s really well done. https://davidjaxon.wordpress.com/

Fred Wilson (Co-Founder and Partner at Union Square Ventures)
Startup Management – AVC

AVC regular William Mougayar is building an education oriented community for entrepreneurs called Startup Management. He soft launched it in the past week. The idea, as I understand it, is to aggregate and tag blog posts about startup management from all around the web and curate them into a community site focused on educating entrepreneurs on how to be better leaders and managers of their companies

Fred Wilson (Co-Founder and Partner at Union Square Ventures)
MBA Mondays: Turning Your Team – AVC

Get some mentors, advisors, and board members who have lived through this before. And listen to them about this. You may not want to listen to them too much about product and market stuff. Maybe you understand that better than they do. But when it comes to scaling a management team, those who have had to do it before will generally be right about the issues you are facing with your team. So their advice and counsel is worth a lot and you should p… (read more)

Fred Wilson (Co-Founder and Partner at Union Square Ventures)
Advice And Money – AVC

It is also true that a founder might have dozens of investors in their company and getting advice from dozens of people all the time is overwhelming. So founders need to figure out which investors to focus on and that doesn’t always mean the ones who wrote the biggest checks.

Fred Wilson (Co-Founder and Partner at Union Square Ventures)
The Law Of Unintended Consequences – AVC

One of the great things about getting older is you see things over and over again and you start to understand. That’s called wisdom I guess. One thing I have seen over and over is that the best of intentions often lead to unintended consequences that are exactly the opposite of what the good intentioned people wanted to happen. I like to call that the “law of unintended consequences” and it goes like this:
Whatever it is that you intend to do, y… (read more)

Fred Wilson (Co-Founder and Partner at Union Square Ventures)
Mentor/Investor Whiplash – AVC

You cannot meet with a potential investor (me included) or mentor/advisor without getting a lot of feedback about your business. If you take many of those meetings a week, then you are going to get pushed and pulled in lots of different directions and it will cause confusion, wasted time and energy, and even a loss of confidence in what you set out to do.
You cannot let that happen to you. You are the domain expert on your business. You have spe… (read more)

John Greathouse (Managing Director @ Rincon Venture Partners)
John Greathouse | Hands-on startup advice for emerging entrepreneurs

You should always assess the veracity of any third-party advice that might have far-reaching implications (be it legal, accounting, personnel, tax or otherwise) with your trusted professional of choice.

Mark Suster (Managing Partner at Upfront Ventures)
Here is How to Make Sense of Conflicting Startup Advice | Bothsides of the Table

Saying not to take others advice is itself terrible advice. Take more advice. Mix people’s views into a cup. Stir them around. Think about the motives or experiences of those offering advice. Think about whom you trust based on past advice. Think about your own situation and overlay it against the frameworks that others offer.

Fred Wilson (Co-Founder and Partner at Union Square Ventures)
Mentor/Investor Whiplash – AVC

1) Create a spreadsheet and list each meeting and the feedback you got in it. List who gave it to you and what they said. If you can categorize the feedback easily, do that. A column for each category of feedback might be good. 2) Apply the “investor discount” to feedback you get from investors. Advisors/mentors who have no agenda are a purer form of advice. 3) Listen to customers, users, and the market. Advisors, mentors, and investors are not t… (read more)

Reid Hoffman (Partner & Co-Founder at Greylock Partners)
LinkedIn’s Series B Pitch to Greylock: Pitch Advice for Entrepreneurs

General rules sometimes have important exceptions which can be tremendously valuable. That’s true in business strategy, entrepreneurship, and even pitch advice.

David Jackson (Founder, Seeking Alpha)
VCs aren’t product managers | A Founder’s Notebook

You need to recognize the dividing line between [your] core competencies and the areas in which you have opinions but no competitive advantage