A Quote by Macklemore
It's weird because music is this thing that you love doing, and it comes completely from a place of creativity, and then that transfers into having to manage a business and make decisions and figure out what is the best route to go in terms of getting your product to as many people as possible.
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I think running a business, doing what I've done for the last - since 1996, has taught me so many things because I started from just an idea and then had to figure out how to make it, market it, every single thing from soup to nuts on how to get a product done and out there.
There is a terrible thing that's been happening probably for the last 20 years or so and it's called the music business. And music isn't really business; it's work and you got to pay and you've got to buy your guitar or go into the studio. So there is a business side but when people say, "I'm going into the music business," it's not. It's about expression. It's about creativity. You don't join music, in my mind, to make money. You join it because it's in you; it's in your blood stream.
My advice to young people wanting to make music and to be in this industry is to really spend your time making music. Make so much music you have no friends. Make music. Figure out what it is you love, and... because if you're making cool art, then everything else will fall into line.
The more I do this creative work teaching the "Personal Creativity in Business" course at Stanford the more I realize that business is about people in groups being creative in their own way. If business creativity does not allow individual development, then it isn't sustainable. But if business creativity means people bringing out their best and developing that, then amazing things can happen - not only for the business but also more importantly for the individual and the surrounding community.
Early rejections are really tough, especially when all of your friends who you went to school with now have legitimate jobs, are getting married, having children, buying real estate, being adults. And you're still trying to figure out how to make a living doing the thing you think you love, but you're not even sure yet because you haven't even done it. It was a long road of risk and treachery.
I think if you feel weird and self-conscious about that kind of stuff - which happened to me at some points - that means your ego is really kicking in. You can understand how people get to be assholes in music business because it's like you're getting pumped full of your own thing so much, you get ungrounded. That's a dangerous place to be.
If you have a strong business idea, then it is comparatively easy now to get capital. It is a positive thing that increasingly more people want to join the startup bandwagon. However, to build a successful business, focus on creating more value through the product, and direct your efforts on solving real issues. If you manage to build a sustainable product, revenue will follow. A lot of startups fail because they concentrate on incremental innovations, increasing user base, and monetisation before strengthening the core of their business.
I think a much better use of time and resources is to really focus on your existing users or customers and figure out what changes can you make in the Web site, the service, the product, whatever, to get them to come back more often to generate that repeat business and once you kind of figure out that formula, then when you get new customers the whole thing just kind of grows exponentially.
It's a funny line when you're walking - the creativity, the subjectivity versus the objectivity, creativity versus the business, and recognizing that you are in the music business, so there are certain things that you have to acquiesce to on the business side and certain creative decisions that you have to make for the purposes of serving the business side of it.
Wherever we are seeing something getting used, that to us is an early indicator that there might be something that people want. And then let's figure out how to make that great. And then let's go figure out monetization.
There's so many great things that come with being successful. The one thing that is weird is trying to figure out whose intentions are in the right place, and who is really on your team.
A few years ago I had a weird relationship with performing live. I didn't enjoy it as much because the nerves took over. My first ever gig was with Disclosure at Bestival. There were so many people, thousands and thousands of people. It's been an amazing start to my live shows, to experience that type. My only aim when I perform with those guys is to make sure the crowd has the best time. You hype them up. The energy is crazy. It's completely different, but I need both of them because I love dance music, but I also love soul music and slower, acoustic stuff.
If you say that getting the money is the most important thing, you'll spend your life completely wasting your time. You'll be doing things you don't like doing in order to go on living, that is to go on doing thing you don't like doing, which is stupid.
I'm a very good decision maker because I have core set of principles and so I can make decisions. Decisions can be very hard and you have to wrestle with them, but I'm able to get all the data on the table and figure out what would be the best decision because decisions mean ill for some people and mean positives for others.
I have often said to the orchestra, especially to the younger players, 'Do your best, and love what you are doing, because you are allowed to do this thing.' By this I mean, they can do what millions of people cannot do. Many people cannot think of playing music or listening to it until six o'clock in the evening. To be involved professionally in a thing as creative as this is a great privilege and we have a duty to make it in such a way that we can help bring pleasure and a sense of fulfillment to those who are not so fortunate.
Entrepreneurs don't really make mistakes, though. We just make decisions that seem right at the time, but which sometimes turn out to have been the wrong path to take. For example, we allowed a buyer to place a huge opening order and later had to take some product back. We didn't have our sell-through programs in place, so in hindsight, it would have been wiser to sell in less product at the outset. The scary thing is you are always making decisions without knowing the future.
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