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Even though there’s a .00006% chance that a startup will reach a $1 billion valuation, Silicon Valley investor Mike Maples Jr. has placed early bets on more than one startup that beat the odds.

Across his nearly two-decade investing career, Maples found that startups he invested in early that are now worth over a billion dollars, like Twitch, Twitter, and Lyft, shared one thing in common — they broke patterns. Instead of competing in a crowded space, successful startups defined the future on their own terms.

“Most people, when they saw the iPhone 4S, didn’t realize that the thing in their hand or in their pockets could change the future, but the Lyft guys and the Uber guys did,” Maples said on a Thursday episode of the Masters of Scale podcast with LinkedIn co-founder Reid Hoffman.

Maples added: “I have to break the pattern in order to escape the gravitational pull of the present, right? And so, I like to say great start-ups have to force a choice and not a comparison.”

Related: How to Be a Billionaire By 25, According to a College Dropout Turned CEO Worth $1.6 Billion

Maples gave Airbnb as an example of a startup that successfully forced a choice. According to Maples, Airbnb turned the strengths of the status quo (identical stays wherever you go around the world) into a weakness (wouldn’t you rather have a unique stay that reflects the place you’re in for the same price?).

In doing so, Airbnb created a separate category noticeably different from what was already out there — which forced consumers to make a choice and not a comparison to what already existed.

Maples said that Airbnb also had another trait of a groundbreaking startup: It created a social movement beyond money or business. Instead, Airbnb focused on transforming society and people’s lives.

“What I find is that the great startups very often are more like social movements,” Maples pointed out. “Typically a movement has a minority of people who feel a sense of grievance with the status quo majority. And that minority of people wants to change the future.”

Related: How to Start Your Dream Business This Weekend, According to a Tech CEO Worth $36 Million

Pattern-breaking, social movement-starting startup ideas are polarizing and most people won’t like them at first — but Maples says that all you need are those few people, the minority who can start a movement, who think the idea is “amazing” and can’t live without it.

In a separate Harvard Business School profile, Maples explained that when Twitter co-founder Evan Williams pitched him the idea for Twitter, Williams had no roadmap or revenue model.

Williams’ rationale was that when he made Blogger, a million people wrote blogs. If there was a micro-blogging platform, maybe he could get 10 million people to write micro-blogs.

Twitter, now X, was acquired for $44 billion in 2022 by Elon Musk.

^{Twitter co-founder and CEO Evan Williams. (Photo by David Paul Morris/Getty Images)}

What gets an investor to say yes at an early stage to an idea like Twitter, with little data to go off of about the startup’s track record of success or the market it is trying to create? The answer is the founders themselves. Maples stated in the profile that he was looking for technically excellent founders with drive and tenacity.

Maples pointed out additional qualities on the Masters of Scale podcast: the founder’s ability to find groundbreaking ideas and their ability to deliver on those ideas.

“Time and again, the product that ends up winning is not the product that you see when you’re doing a seed investment,” he said on Masters of Scale. “That was true of Twitter. It was true of Twitch. It was true of Lyft.”

Related: This One Talent Is ‘the Greatest Skill You Can Develop’ for Entrepreneurship, Says Professor Scott Galloway

Entrepreneurial dreams are only far-fetched until they come true. This proved true for Think Greek, a family-owned Greek restaurant in Port St. Lucie, Florida, that started as a food truck and has since won “Best Bite” on Food Network’s Best Bite in Town. General manager Rosanne Leo attributes the restaurant’s success to focusing on providing authentic Greek recipes and a distinctive Greek fusion menu.

“We are first-generation Greek Americans, so we knew when we started the food truck in 2014 that is what we wanted to do,” she says. “But we didn’t want to [just] do regular Greek food. We wanted to incorporate a fusion menu, coming up with different items that people haven’t heard of before.”

When South Beach Wine & Food Festival asked Think Greek to participate in 2020, the team immediately knew their original fusion menu item, Gyropitakia (Greek wontons), would be a hit. Their hunch was correct, and they won the title of “Best Bite on the Beach.” Listen to the episode below to hear directly from Leo.

“It was just an incredible feeling because this is something that we came up with,” Leo says. “It wasn’t anybody else’s recipe. It was [us] brainstorming one day on the food truck.”

The following year, Think Greek returned and won again, helping it solidify its reputation for tastiness and consistency.

Earlier this year, Think Greek participated in another cooking show, but the stakes were even higher this time. Food Network contacted Leo to be on the first season of Best Bite in Town, a spin-off of Diners, Drive-Ins, and Dives with celebrity chef Guy Fieri.

“This was our dream to be on Food Network, but more specifically, we wanted to be on Triple D… I was so excited,” Leo shared.

Related: Guy Fieri, Cable’s Highest-Paid Chef, Hopes to Save His Industry With ‘Restaurant Reboot’

The show’s premise involved Fieri sending three people to a town to try two dishes from six different local restaurants, ultimately choosing one “Best Bite” in that town. The dishes were judged based on capability, presentation and taste. Think Greek won “Best Bite” of Port St. Lucie and then went on to win “Best Bite in Town” during the show’s finale with its Gyropitakia.

The judges explained that they’d never eaten anything like Gyropitakia before, leading to Think Greek’s win. The dish’s novelty and creativity set the local restaurant apart, a huge testament to the family-owned business’s efforts.

“That really made us feel all the hard work, energy, brainstorming and everything is working and is paying off,” Leo says. “Sometimes, as a family-owned business and as a mom-and-pop, you get overlooked a little bit, and it’s disheartening. But to hear that our efforts are not being ignored really does give us that energy to keep working.”

Related: Guy Fieri Is Insanely Busy. Here’s How He Gets It All Done.

With new attention from the TV show and increased media visibility came many comments from customers and viewers. Leo says that scrolling social media to see the latest feedback sometimes becomes overwhelming. She decided to take it day by day and hold space for both positive and critical reviews.

“You can’t please everybody, and that’s okay. Some comments are less than nice, and that’s fine,” Leo says. “Everybody’s entitled to their opinion. All I know is that we’re trying our best, and we’re putting out the food the way we put out our food.”

Leo’s willingness to take risks and seize big opportunities, such as being featured on a TV show, has elevated Think Greek’s brand. Over time, her persistence helped establish the restaurant’s positive reputation.

Her advice for business owners seeking this kind of success is to stay consistent with their creative efforts and values and use social media to engage their audiences and uncover feedback for improving operations. She also encourages business owners to believe in themselves and what they can achieve.

 ”Sometimes I’m just like, wow, I can’t believe it,” she says. “But people should never say never. Anything is possible. Some days, you want to give up, but keep going because this is your baby. This is your dream. This is your opportunity to show what you’re made of.”

For over a decade, Think Greek has stood by these simple — but crucial — tools for success:

• Seize opportunities as they come. Attending local festivals and competitions can lead to gaining more visibility, which can snowball into larger opportunities in the future. Being open to trying new things can springboard your business into fresh and exciting arenas.
• Embrace innovation to set yourself apart. Innovating your products or services can distinguish a business and attract customers seeking novel experiences. Creating your own niche can help customers choose you over competitors.
• Value feedback, but don’t let negativity deter you. Receiving criticism can be challenging and requires resilience. Recognizing it’s impossible to please everyone allows you to focus on giving your best effort to the things you know you can do well or even improve.

Subscribe to Behind the Review for more from new business owners and reviewers every Thursday. Available on Spotify, Apple Podcasts, Google Podcasts, Pandora and Soundcloud.

Editorial contributions by Angela Lee and Kristi Lindahl

This article is part of our ongoing America’s Favorite Mom & Pop Shops™ series highlighting family-owned and operated businesses.

3 Benefits of owning an Exit Factor franchise:

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People reports that Chiefs star Travis Kelce just attended his 13th performance of Taylor Swift‘s The Eras Tour, and the significance of that number is lost on no one.

Swift is a big fan of the number 13 — so much so that before every show she paints a 13 on her hand for good luck. Why are those digits so near and dear to her heart?

Swift was born on December 13, 1989, and explained in an interview with MTV News: “I turned 13 on Friday the 13th. My first album went gold in 13 weeks. My first No. 1 song had a 13-second intro. Every time I’ve won an award I’ve been seated in either the 13th seat, the 13th row, the 13th section or row M, which is the 13th letter. Basically, whenever a 13 comes up in my life, it’s a good thing.”

Swift isn’t the only one who leans into superstitions to give herself an extra boost of confidence. In the book Recipes for Good Luck, author Ellen Weinstein researched the superstitions and rituals of some of the most famous and successful people in modern history. And while some might seem odd or silly to others, Weinstein writes that beliefs, rituals and routines can “help you face the world with ambition and confidence and inspire you to go on making good luck of your own.”

Here are some other superstars who used pre-performance rituals to get ready to go.

• During his playing days, NBA superstar Michael Jordan wore UNC shorts underneath his Chicago Bulls uniform. They were the same shorts he wore in 1982 when he scored the winning jump shot that brought his college team, the University of North Carolina Tar Heels, their first NCAA championship since 1957.
• Tennis great Serena Williams has several distinctive pre-performance and on-court rituals: before a match, she’d tie her shoelaces in the exact same way and always bounced the ball five times before her first serve and twice before her second.
• Before beginning the opening monologue of her former talk show, Ellen DeGeneres would be sure to throw a mint in the air and catch it in her mouth.
• Rihanna has said that she doesn’t allow anything yellow in her dressing room before a show, believing it is bad luck.
• Soccer legend David Beckham has a thing against odd numbers. His wife Victoria told The Chicago Sun-Times that their house had several refrigerators, each devoted to different types of food. “In the drinks one, everything is symmetrical,” she explained. “If there’s three cans, he’ll throw one away because it has to be an even number.”

Austin Russell is a Stanford University dropout who became the world’s youngest self-made billionaire in 2020 at the age of 25 when his startup Luminar went public. Luminar creates sensing technology to help cars navigate their surroundings; Volvo, Toyota, and Mercedes-Benz use the sensors.

Russell, now 29, spoke on the Masters of Scale podcast with Will.i.am on Wednesday about how he got rich at an early age. Russell, who had a father in real estate and a mother who did some modeling and public speaking, says he was 100% self-taught and created a lab in his parent’s garage at the age of 10 or 11.

“[My parents] would always joke, oh you just let Austin do his black magic in the garage and slip food under the door,” Russell said.

He said he always wanted to know how and why things worked, and explored that curiosity from a young age.

Russell began focusing on optics and lasers in his home lab at 13; then, at 17 years old, he worked at UC Irvine’s Beckman Laser Institute. He decided to focus on entrepreneurship, instead of the tenured professor route, because he wanted to create innovations with immediate real-world impact.

Related: How to Start Your Dream Business This Weekend, According to a Tech CEO Worth $36 Million

Russell founded Luminar, where he’s also the chief executive, at age 17 to build sensors that would make driving safer. He graduated high school, went to Stanford for a few months, then dropped out after receiving a $100,000 Thiel Fellowship to build his idea over two years.

His goal with Luminar became more ambitious: to save as many as 100 million lives and 100 trillion hours over the next 100 years. An April report from reinsurance company Swiss Re shows that progress towards that goal is being made — Luminar’s software reduced car accident severity by as much as 40%.

“I think the way that you ultimately apply and scale yourself has to be through some kind of business and some kind of endeavor at the end of the day,” he said.

^{Luminar founder Austin Russell. Photo by Taylor Hill/Getty Images}

Russell said he benefitted from the wealth of information online, including lectures that previously would’ve been available only to graduate students. He claims to have once watched four years’ worth of lectures on the technical subjects he needed to know “in less than a month.”

Related: Billionaires Warren Buffett, Bill Gates, Jeff Bezos and Mark Zuckerberg Have 3 Habits for Success in Common — But Very Different Routines. Which One Resembles Yours?

“You can do it,” he said. “There’s nothing stopping you.”

Russell has an estimated net worth of $1.6 billion, though Luminar’s stock price has dropped by about 40% year-to-date. Possible causes could be a highly competitive market and a small number of customers that drive a large chunk of the company’s revenue.

He’s also no longer the world’s youngest self-made billionaire; 27-year-old MIT dropout and Scale AI co-founder Alexandr Wang now holds the title.

How many people do you know who are “born leaders“? I can’t think of too many. The old saying about natural leadership is mostly wrong. Yes, there are people who are blessed with qualities that will take them into positions of influence; they may be naturally outgoing or creative.

But most times, it is something that is worked on and mastered over years until the leader becomes so skilled everyone thinks they’re a natural — like an entertainer who becomes an “overnight sensation” after decades of plugging away in the smaller corners of show business.

Related: Considering franchise ownership? Get started now to find your personalized list of franchises that match your lifestyle, interests and budget.

Stepping up

This ‘born leadership’ myth keeps many talented people from taking charge and making valuable contributions to businesses and organizations. Too many employees think they need to have a formal title to take the lead on a project and don’t believe they possess what it takes to be tapped for that management spot.

But unappointed leaders show up every day and should be encouraged to do so. Both employees and managers should realize that leaders can succeed without formal authority. Here is how informal leaders can rise to the top and how their managers can help them:

Related: Find Out Which Brands Have Ranked on the Franchise 500 for Longest, Earning a Spot In our New ‘Hall of Fame’

Become someone people want to follow

Instead of declining when someone asks you to take charge, start saying yes. Volunteer to help others when you see opportunities. If you are afraid of looking pushy, present it as a benefit to the boss or team leader, not for yourself. “Can I take that off your plate?”

Even formal leaders need willing followers. Offering to help other team members achieve their goals creates goodwill and gives them the sense that you’re not out for yourself — a quality too few “real” leaders have. When your boss looks around for someone to put in charge, you will be top of mind.

Related: Why Taco Bell’s New Boss Says He’s ‘Not the Dictionary Definition of a CEO’

Set an example

The first rule of leadership is “lead by example.” If you’re just giving orders, you’re doing it wrong. The secret is to show, not tell. That means working alongside the team so your behavior can be easily modeled.

Remember, if you want to take the lead on a project when you’re not technically running the show, second-guessing and criticizing the person in charge is no way to move up. It’s wrong, and you may live to regret the payback if you do ultimately get placed in charge.

Related: This Pizza Chain Will Pay You to Become a Small Business Owner — No Money or Experience Required

Recognize potential leaders

Some people are happy just being on the team, doing their work without the stress of administration or responsibility for others’ progress. There’s nothing wrong with that. But almost everyone has a moment when they can contribute to a leadership role — and should be encouraged to do so.

Managers should always be on the lookout for employees who can shine as leaders even when they’re not in charge. Look for demonstrated leadership behavior in the ranks, such as employees who offer good ideas for projects, are trusted by co-workers and actively support your company’s mission and goals. If you have a new initiative, these employees may help you get other workers on board.

Related: Popeyes Is Going Global — And Its Secret International Recipe Is Helping the Brand Sizzle Here At Home

Decisions and accountability

Decision-making is a critical skill and it doesn’t come naturally, it takes practice. Whenever an employee comes to you or their supervisor for an answer, turn the question around and have them offer what they think the solution is. Make them think.

Power can go to someone’s head and turn a formerly cooperative team player into a bossy authoritarian who’s quickly losing friends on the staff. When you see that happen, pull them aside and ask them how they would feel if someone treated them like this. Sometimes, just opening their eyes to a problem makes people want to change; other times, you may have to be more direct.

Related: From Coding to Creole Cooking — Here Are 5 Inspiring Success Stories of Black-Owned Franchises

Have faith

Every organization has untapped leadership potential within their teams, often in unexpected places. You may be one of those people who shies away from it, thinking it’s just not one of your skills. Once you realize it’s not something you’re born with but can be developed with practice, you may want to start working on it.

Bring a positive attitude as you work to become a trusted leader. Your attitude is one of the most important characteristics you can get across to others in any capacity, but especially as a leader. Having a positive attitude with everything you do will take you far in life and in business.

In 2004, Wade Brannon was coaching his son’s T-ball team when another player’s mother asked, “You’re the ham guy, right?”

Well, he was the ham guy: He founded Heavenly Ham, built it up to $150 million in revenue with more than 200 franchises in 33 states, and then sold it to Honey Baked Ham. But by 2004, his role was Mr. Mom, caring for his 5-year-old boy and younger twin girls while his wife worked as a real estate attorney near their Atlanta home.

Parenting was rewarding but hard; his son had what he believes were sensory issues (common among young children), which made some tasks tricky. “I took him to my barber shop, and he screamed the whole time,” Brannon recalls. “Both of us would leave sweaty with hair stuck all over us.”

The T-ball mom, whose name was Nanette Adair, happened to have a solution for that: She’d opened a kids salon called Pigtails & Crewcuts, and Brannon had just taken his son there. “He just loved it,” Brannon says. “He was watching movies, playing with the train tables, interacting with other children.” So when Adair said she had some questions about franchising for Brannon, he was very intrigued.

After a few meetings, in late 2004, Brannon bought Pigtails & Crewcuts from Adair. The company now has more than 80 franchise locations and aims to reach the 100-unit mark by the end of this year. Here, he talks about how to build a local business into a thriving franchise.

Related: He Began Selling Insurance to the Hispanic Community in the 1970s. Now His Family Owns a National Franchise With a Smart Strategy.

How much of the Pigtails & Crewcuts model was in place when you bought it?

It was a single salon here in Atlanta, had a federally registered trademark, and had a look and a feel. I got some of my old ham folks back together, and we spent the next year-and-change putting the systems in place.

Hair and ham are different industries. What made you think it would work?

There were two primary things I looked at. I asked if there was a need — which I believed there was, given my son’s reaction once he experienced it. And then I asked: Can it be replicated? Can it be copied and executed properly by the average person with business sense?

How did you go about replicating the service?

We had to get a design package that could be recreated everywhere. We had to write operations manuals. We had to write franchise agreements and franchise disclosure documents. I talked to a lot of people in the hair industry. I didn’t realize how big the hair industry was until I started looking at this. Goodness gracious, it’s a $65 billion industry. But nobody had taken the children’s segment of it and turned it into a national brand.

What kinds of franchisees do best with your brand?

We have had a lot of women with 2-year-olds. They have a child and they feel like they’re ready to get back into the workplace, and they approach us. We also have a lot of husband-and-wife teams. We’re not targeting hairstylists. We’re targeting businesspeople with people skills. You’ve got to want to work with a team, be a part of your community, enjoy people — children and parents.

What advice do you have for would-be franchisors?

You’ve got to be flexible. Markets change. Conditions change. Everything changes. We went through a recession and found out our business was recession-proof. We went through a pandemic that completely shut us down for entire periods of time. You’ve just got to have a product or a service that can survive the difficult times that are unanticipated. You have to be ready to change.

Related: The Real Cost of Franchising Your Business

Corcoran Group founder and “Shark Tank” star Barbara Corcoran knows how to run a tight ship — but she also knows when to relinquish control.

The 75-year-old real estate pioneer and entrepreneur took to Instagram on Wednesday to share advice on hiring and delegating.

Related: Barbara Corcoran: All ‘Really Successful Entrepreneurs’ Do This

First, she says, embrace your inner “control freak” — it’s part of the job.

“Anybody who’s a good boss, I’ve learned, is a control freak. It just comes with the territory, and control freaks have a heck of a hard time delegating,” Corcoran explained. “They’re the last people who want to give away what they do so perfectly.”

Corcoran says in order for your business to grow, though, it’s important to find someone who can do the job 80% as well as you can. If you find a candidate who can do that, invest in them to “build your business and move it ahead.”

Corcoran said she goes through a three-question litmus test before hiring someone to create a strong pool of employees.

Related: Barbara Corcoran Issues Statement, Warning on NAR Settlement

“I ask myself, ‘Are they happy? Do they work hard? Are they talented people in one regard or another?’ And if they are, I hire them, and I delegate something to them that’s above their pay grade, above their talent pool, so they have to reach and show me how good they are, and that’s how you develop talent,” she said.

“It’s not just a matter of delegating, it’s a matter of developing talent, and then delegating to the talent,” she added.

Corcoran’s net worth is an estimated $400 million.

In my first month as CEO, I sat down for lunch with a few customers. To say I learned some things is an understatement.

Those customers saw a lot of promise in our tech, which was working for their business. But by talking to them in person, we discovered some changes they could make to help them use the software to its full potential.

In other words, it was a moment that every new CEO lives for. As a brand-new CEO, you have a valuable window into the business — a chance to see things with fresh eyes and make real changes. But it doesn’t last forever.

I’ve recently experienced this firsthand. After a two-year hiatus, I was reappointed to the CEO position at the POS and payments platform I founded, tasked with putting it on the path to long-term, profitable growth.

My situation is unique as a returning founder, but the same basic principles apply to anyone who assumes a new CEO role. For those stepping into the job, here’s how to seize the “fresh eyes” moment.

Related: A Step-by-Step Guide to Achieving Organizational Alignment

Before you do anything, listen

During my time away from the CEO role, I worked in environmental conservation. And if there’s one thing I learned working alongside those who aim to solve complex global problems, it’s to listen first. Hear people out, gather information and collaborate on solutions.

The same goes for a new CEO, who must start by building trust. As a returning founder, I had an advantage in that department. Still, there are many new faces and voices since I stepped away.

So, how exactly should a new CEO listen?

Don’t go in with an agenda that predisposes you to tune out tough questions and concerns. Instead, emphasize that you want to hear them, whether it’s about what’s not working from a product or strategic direction or low employee engagement. People should perceive you as looking at the business with a critical eye, under no illusion that things are perfect.

For example, when Oscar Munoz took over struggling United Airlines in 2015, he began his successful turnaround with a cross-country listening tour, talking to mechanics, baggage handlers and flight attendants. I took a similar approach. Right away, we held a leadership offsite so I could spend time with each member of the executive team and talk to employees.

I also did customer visits in Australia and New Zealand, where I met folks who were the ideal profile for Lightspeed and listened carefully to the common threads that emerged.

I listened to board members and shareholders, too. Getting their outside perspective was valuable for understanding not only how the market perceived our business but also how we could continue to drive value in their eyes.

The temptation might be for a new CEO to storm in, guns a-blazing. But this initial listening phase is priceless. Across industries, companies are looking for CEOs and other executives with strong listening skills. And the upside can be dramatic. Organizations that listen to and act on employee feedback are three times more likely to meet or exceed financial goals and 10 times more likely to have high customer satisfaction and retention.

Remember, just telling people you’ll listen isn’t enough. The whole point is to hear from multiple perspectives and then work with your executive team to build a plan that brings rich solutions together. Then, you have a small and urgent window to take action.

Don’t miss your chance to act

For a new CEO, one of the biggest advantages is having a runway to redirect the business, and it’s important to show follow-through on that in the first 90 days.

I didn’t return to the CEO role to be popular. Yes, I can still be an empathetic, compassionate, caring leader. But ultimately, it’s a CEO’s job to be effective, not to be liked.

When a new leader is brought in to transform a company, it’s essential to live up to that responsibility, even if it sometimes means doing unpopular things. Listening has to be a prelude to action, or else it’s an empty gesture.

After taking over as CEO of Microsoft in 2014, Satya Nadella saved the tech giant from irrelevance by quickly shifting focus away from software sales to cloud services. Thanks to that and other dramatic changes, Microsoft became one of the world’s most valuable companies.

Sometimes, this requires throwing out certain long-held company traditions and practices. Before I returned, one of our annual traditions was a sales summit that flew people to our HQ from all over the world. We adjusted the format — making it virtual — and created a ton of operational efficiencies in the process.

Getting everyone together made financial and business sense back in the day when the summit drew a couple of hundred people and helped us build our culture. But I could no longer justify such a big expense if it didn’t benefit customers directly.

Studies show that when a new CEO makes changes early, they can have a compounding effect on the business. What happens in the first 90 days or so sets the stage for the company’s trajectory over the next three to five years.

And people expect their leader to take action. For employees, decisiveness is one of the top three qualities of effective leadership, a global survey found, with CEOs described as “decisive” 12 times more likely to be high-performing.

Related: How to Align Business and Customer Interests for Long-Term Success

How to know when it all comes together

Of course, none of this is easy to pull off. A new CEO’s early days are full of potential pitfalls.

For starters, their arrival can be destabilizing for team members. People have different levels of tolerance for change. Especially when such changes are significant, it’s important to show empathy by acknowledging that they might not be easy.

A new leader should also respect the achievements of those who helped build the company. Here, a little humility goes a long way. I’m grateful for the difficult work my predecessor did. After all, he set us up for future success by making tough operational changes.

Ultimately, seizing the “fresh eyes” moment as CEO is about mastering the balance between appreciating what made the company great and making the necessary changes.

How do you know when you’ve got it right?

When people say they feel aligned with the business — and when you feel aligned, too. That doesn’t mean there’s complete agreement. But after seeing each other’s point of view, everyone is on board with a plan to move things forward. There’s energy and excitement to push in a new direction. And there’s a sense that this builds off the input and hard work that came before.

Getting all this right requires a new leader to make the most of their fresh eyes moment: taking the time to listen first, then acting sooner rather than later.