Thomas Edison

For three years I've been working on a software project that I believe could change how people learn languages. I've shown it to investors twice—both times they said it was "interesting but not ready." My savings are running out. My girlfriend thinks I should get a "real job" and work on this nights and weekends. My parents keep asking when I'm going to "settle down." Even my co-founder quietly took a full-time job last month. The thing is, I KNOW this works. I've tested it with 200 users and the results are remarkable. But I can't seem to communicate the vision in a way that makes others see it. Do I keep pushing, or is everyone right that I'm being delusional? How do I know the difference between visionary persistence and stubborn foolishness? — Unseen in San Francisco

82 votes

My 14-year-old daughter is gifted. IQ tests off the charts. She learned to read at 3, was doing algebra at 8, won a national writing competition at 11. Everything came easily. Now nothing comes at all. She's failing classes she could ace without trying. She quits every activity as soon as it gets hard. She says she's "not interested" in anything, but I think she's terrified of struggling. Her therapist says she has a "fixed mindset"—she's internalized that she's supposed to be effortlessly good, so any difficulty means she's failing. We need to teach her that effort is how people grow. But my husband—himself a successful musician—disagrees. "You can't force passion," he says. "If she's not interested, pushing her will just create resentment. Let her find her own path." I'm watching her waste potential. But I also remember being pushed as a child and hating it. Do gifted kids need extra pushing or extra space? Is talent wasted if it's not developed, or does forcing it destroy the joy? — The Talented Kid Who Stopped Trying in Minneapolis

63 votes

I founded a startup three years ago with a brilliant technical innovation. We raised $10 million, built a team of 30, and launched a product that reviewers loved. We're almost out of money. Our technology is still better than competitors, but our operations are a mess. Customer support is slow, billing is error-prone, deliveries are late. We're losing customers who love our product but hate the experience of being our customer. My CTO says we need to double down on R&D—our tech advantage is eroding, and the only way to survive is to stay ahead of competitors technically. "Operations can be fixed later. If we lose our innovation edge, we have nothing." My COO says the opposite: "The best product in the world doesn't matter if customers can't rely on us. We need to pause development, fix our operations, and build a company that can actually deliver what we promise." I don't have resources to do both well. The next six months will determine if we survive. Do I bet on innovation or operations? — The Struggling Startup in Austin

64 votes