Hello friends,

Greetings from Utrecht!

I finally did it. I finished Elden Ring.

This game has kept me in its spell from the second I started to the second I finished. And now, I'm kind of glad its over? Its world is so intricate, so full of little mysteries, that it was constantly pulling at my attention, begging me to dive back in. I was happy to do so while it lasted, but as the game went on (and on, and on—this is a *big* game), I could start to feel the weight of the things I *wasn't* doing while I was playing Elden Ring. Games unplayed. Shows unwatched. Books unread. Book notes unwritten.

But now I'm free again.

I was planning on sharing an essay on my personal core values, but then I was out sick for a couple of days last week and I couldn't get them to a point that felt finished. So instead of a full-fledged essay, I thought I'd at least share where I'm at right now. You can check out my current version below.

Today at a glance:

• New not-quite-an-essay: My core values
• How the games industry hurts people
• Assess your burnout risk
• What great listeners actually do

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My personal core values

I am deeply convinced that defining your core values is one of the most important things you can do for your company. This is what I tell my clients too, and helping them find theirs is often one of the first things I do.

But I didn't have them myself.

Sure, I had a couple of half-lists of things I find important—for myself, for clients, for potential partners. But nothing like a list of core values ever materialized. Perhaps because my company is also just, you know, me, the exercise always felt a bit too heavy, too personal.

But as I sat down to think about it recently, it occurred to me that this is exactly why it's important for me to define them, and then share them broadly. They say something about me, something you can't get somewhere else. So yeah, it's a bit vulnerable, but these are things I'd want people, partners and clients to know about me anyway.

So I've been chiseling away at my own personal values. These capture some of the things about me and my work that I find important above all else. I think I'm happy with the pieces, but they don't quite feel like a whole to me yet. I'll work on them a bit more, but here's what I have right now:

All about value

I started consulting because I truly want to help people realize more value from their companies—however they define value. I don't feel good about myself or my work if it doesn't add to that, if I can't add value. In practice, this means that I'll tell you straight up if I'm not the best fit for you, and will help you find an alternative if I can.

Real solutions to real problems

To really solve a problem, you have to find the root issue, the problem underneath the problem. That's why the first step in my process is always to work through your situation and desired state first, even if you're pretty sure what the issue is and what solution you're looking for. The better we understand your problems, the better we can formulate a solution that will solve it at the root, and not just combat some of the symptoms. Do the right thing, then do the thing right.

Confront the brutal facts

Borrowing from Jim Collins for a bit, we need to be able to look at the facts as they are. No sugercoating, no bullshit. From there, we can work together to develop a path forward. This means that if you want to work with me, you are choosing to face the brutal facts about your company with me.

Develop compasses, not maps

Entrepreneurship is hard, that's a fact. Another fact is that, and I hate to admit it, I don't have all the answers, no instructions for guaranteed success. What I do have is a broad set of skills and heuristics that allow me to navigate complex issues. This is how I can help you, and I will gladly help you develop your own. In doing so, you'll be equipped to chart your own course even if circumstances change.

The Best Bits

​How the games industry hurts people: There's been a lot of talk lately about unhealthy cultures at videogame companies, and this essay by Chris Pollock is a deep dive into why that is actually physically unhealthy for their employees.

​Burnout risk assessment: One of the possible consequences of staying in an unhealthy environment is burnout. This assessment lets you assess your burnout risk, and can be a good way to double-check if you doubt your company culture is good for you.

​What great listeners actually do: A lot of people think they're good listeners. I'm one of them! This HBR article shows that great listeners do much more than what we typically expect from "good listeners".

See you in two weeks!

Martijn

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